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APR.13.12
modern marketing
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www.thedrum.co.uk
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THE DRUM APR.13.12 www.thedrum.co.uk
ISSUE #08
Cover: courtesy of BrandAlley
www.brandalley.co.uk
Image from the ‘Shop Savvy Feel Good’ campaign created in-house by
online fashion retailer BrandAlley to showcase its home, beauty and
fashion departments.
13 Apr 2012
17
®
05 Leader
Editor Gordon Young discusses why analytics holds
the key to enlightenment in e-commerce.
08 Pitch News
Find out what accounts are under review, including
PepsiCo’s digital advertising and social media for
breakfast brands Tropicana and Quaker Oats.
12 People on the move
The latest appointments and people on the move,
including Steve Williams’ appointment as president of
PHD New York.
13 The Works
The Drum looks at some of the latest creative news,
including jkr’s packaging design for Ocado.
18 Interview with Ford
Ford’s social media campaigns have trailblazed in the
auto industry. The Drum catches up with the man
behind Ford’s social media strategy, Scott Monty, to
find out what’s driving the company’s social culture.
COVER STORY
20 Olympics
With London 2012 fast approaching, The Drum takes a
look at how brands can capitalise on the Games
without veering into ambush marketing territory.
SPECIAL REPORT
Ad from the ‘Shop Savvy Feel Good’ campaign, launched by online fashion
retailer BrandAlley and created in-house
14
23 Analytics
More than ever, data measurement and analysis is
essential to online marketing strategy. This issue’s
special supplement examines this heady topic, looking
at how the pending cookie law will impact on analytics,
and exploring the key trends and challenges in the
industry, from those in the know.
46 Last Word
Duncan Parry, COO of STEAK, takes the last word this
issue and discusses the problems facing Groupon
following its launch onto the US stock market.
43 Directory
44 Jobs
Stationery designed by Rose for D&AD; part of a suite of items
to explain the value and benefits of D&AD membership
15-16 MAY, 2012
CHELSEA FOOTBALL CLUB
LONDON
SEARCH MARKETING EXPO – SMX LONDON 2012
Amit Singhal
Google Fellow,
Google
Danny Sullivan
Editor in Chief
searchengineland.com
SMX Co-chair
Chris Sherman
Executive Editor
searchengineland.com
SMX Co-chair
S PO NSO R S
Exceptional Content
Featuring two jam-packed days of cutting-edge content, the SMX London
programme will include tracks on search engine optimisation (SEO), paid search
advertising (PPC), social media marketing, advanced search and more.
Keynote Announced
Join us Tuesday, 15th May for a featured keynote with Amit Singhal of Google.
Amit is a Google Fellow, an honorary title reserved for Google's most
accomplished engineers, and he has spearheaded Google's core ranking team
since 2000.
He's also a key influencer of Search plus Your World, Google's search
experience centered around people, that lets you find personal results from
your world -- your photos, your friends, your stuff -- in search.
CO-LOCATED
WITH
PR O G R AMME BY:
P RODU C E D BY:
www.smxlondon.com
leader05
contributors this issue
ron person, director of
analytics, sitecore
provides an illuminating look at
the big changes set to shake
up analytics
jim chisholm,
newspaper consultant
looks at what James
Murdoch’s resignation as
BSkyB chairman may mean
for the Murdoch empire
duncan parry, coo, steak
takes the last word this issue,
looking at whether the
industry will catch the fear
virus now Groupon has
stumbled
stephen lepitak,
news editor oversees news
output and sources industry
news and analysis
stephen.lepitak@thedrum.co.uk
thomas o’neill,
assistant editor
brings together the best
recent creative campaigns for
The Works
thomas@thedrum.co.uk
cameron clarke,
senior reporter
provides in-depth industry
analysis and insight
cameron.clarke@thedrum.co.uk
ishbel macleod, reporter
reports on news from the
marketing and media industries
ishbel.macleod@thedrum.co.uk
katie mcquater,
editorial assistant
oversees The Drum’s online and
offline feature content
katie.mcquater@thedrum.co.uk
john glenday, reporter
keeps abreast of the latest
goings on in the world of
social media
is an agreed formula the
route to business success?
“
Half the money I spend on advertising is wasted, the trouble is I don’t
know which half,” is a great quote has been used to define the challenges of marketing.
Coined by John Wanamaker back in the 1920s, it held true for around
100 years. But many are beginning to challenge its central premise.
The rise of disciplines such analytics and innovations like ad networks and
search are playing a fundamental role.
But some believe that the value of all this data will go well beyond getting
a better ROI on advertising budgets. It could make commerce more predictable as a whole.
Attend any Chamber of Commerce cheese and wine, and you will hear
other standard business clichés. “The harder you work, the luckier you get,” is one that also confirms that business is still considered more of an art than
a science.
There are just too many variables in terms of services, heritage, products,
target audiences, staffing, funding and competitors to create a set of simple
common principles.
Or are there? I picked up a great book at the recent London Digital Forum,
edited by Dr Michael Wu, who rejoices in the title of Chief Thinker and Principal Scientist at social media technology firm Lithium.
In the publication he argues: “Social media, together with modern computing technology, has made possible the collection and analysis of vast
quantities of data. This has given us access to information about human
behaviour – one of the most fascinating and complex subjects in the universe – that we have simply never had before.
“Together with recent breakthroughs in statistics and machine learning,
we are now able to discover and tease genuine principles in business, and
to quantify how repeatable and reliable they are.”
In other words, according to Wu, it might soon be possible to create a set
of formulae to guarantee business success, akin to the four equations used
to explain all the electrical and magnetic phenomena in nature, from lightning to auroras.
But in the meantime it is possible to apply this approach to e-commerce
now. That is why we have devoted much of this issue to analytics. It looks
like what was once considered an esoteric discipline really has the power to
enlighten us all.
noel young, u.s. editor
rounds up the latest digital and
technology news from across
the pond
Gordon Young, Editor
gordon.young@carnyx.com
Publisher/Editor: Gordon Young Assistant Editor: Thomas O’Neill News Editor: Stephen Lepitak Senior Reporter: Cameron Clarke Editorial Assistant: Katie McQuater Reporter: Ishbel Macleod
Associate Editor: Richard Draycott (richard.draycott@carnyx.com) Business Development Manager: James McGowan Senior Sales Executive: Victoria Swan Events Manager: Katy Thomson
Marketing: Ayush Kejriwal Design & Production Director: Nick Creed Design/Production: Amanda Dewar, Debbie Murdoch Events Director: Lynn Lester
Managing Director: Diane Young Head of London Operations: Andy Oakes Head Office: 4th Floor, Mercat Building, 26 Gallowgate, Glasgow G1 5AB Tel: 0141 552 5858 Fax: 0141 559 6050
Original Design: stand Printed by: Stephens & George Magazines
THE DRUM is published by Carnyx Group Limited. The publishers, authors and printers cannot accept liability for any errors or omissions. Any transparencies or artwork will be accepted at owner’s risk. All rights reserved. On no account
may any part of this publication be reproduced in any form without the written permission of the copyright holder and publisher, application for which should be made to the publisher. © carnyx group limited 2012 ISSN 2046-0635
06agenda
www.thedrum.co.uk APR.13.12 THE DRUM
advertising
media
Large format display advertising
winning online eyeball battle
Research finds premium online adverts are more
likely to be clicked on, leading to a 29 percent
increase in purchase versus standard adverts.
image: courosa
Microsoft Advertising has published
fresh research which attempts to
quantify the respective impacts of
so-called ‘premium’ and ‘standard’
online advertising.
It found that premium ads, those
multimedia extravaganzas which soak
up so much screen real estate they are
difficult to ignore, fuel a 30% increase
in the number of browsers who concur
with the statement ‘This ad makes me
want to click on it’.
This led to a direct 29% increase in
purchase intent over more diminutive
alternatives.
Moreover, 73% report noticing the ads
within the first eight seconds of logging
in; a 78% increase over the equivalent
‘standard’ ads which tend to be tucked
away on page extremities.
The findings bolster the Internet Advertising Bureau’s recent research, titled
‘Size Matters’, which pushed for uptake
of their Billboard, Filmstrip and Pushdown formats.
Andy Hart, General Manager for Advertising & Online and Microsoft Advertising UK says: “Our ‘Premium Formats
Pay-TV losing
ground to digital
streaming
research’ reinforces the importance of
ensuring brands develop a compelling
story, at the right time within a credible
context.”
Tim Elkington, Director of Research
and Strategy at the IAB added: “Complimenting the findings of our recent study,
‘Building Brands Online: Size Matters’,
it’s clear advertisers using the new large
display formats are reaping the benefits. Standard formats continue to be
important but the finalists of our Future
Formats Award push the boundaries for
brand campaigns.”
Video and social media advertising
increases eight-fold since 2008
image: Alastair Montgomery
IAB report indicates internet advertising increased
by over 14 percent in 2011, with video, social media
and mobile advertising all growing.
counts for 10 percent of all online display
advertising, with expenditure doubling
from 2010 to £109m in 2011.
Banner ads on social media platforms
increased by 75 percent to £240m.
Anna Bartz, strategy manager at PwC,
said: “This year’s results reflect the continued appeal of digital media – on desktop,
mobile or tablet – to advertisers for both
brand advertising and direct response. All
formats grew, with strongest increases in
video and social media, and in search.
Internet adspend’s 14.4 percent growth
is exceptional when compared to an estimated advertising growth of less than two
percent across all media in 2011.”
b2b
IAS b2b reveals
world domination
plans
advertising
Video and social media advertising
has grown over eight-fold since 2008,
according to the latest IAB advertising
expenditure report, with advertising on
the internet increasing by 14.4 percent
in 2011, up to £4,784m.
Search marketing grew to £2,767m,
taking a 58 percent share of online ad
spend; while advertising on mobile devices rose by 157 percent to £203m.
Tim Elkington, director of research
and strategy at the IAB, said: “Online
and mobile advertising have experienced
staggering growth since this study began
in 1997. The 2011 results are full of breakthroughs for digital; with online display
passing the £1billion barrier for the first
time, proving that advertisers increasingly
recognise the central role that online plays
in their marketing campaigns.”
The research, conducted by PwC,
found that video advertising now ac-
A study into the viewing habits of
U.S. ‘couch potatoes’ has found an
increasing number (some 3.58m) will
have cancelled their pay TV subscriptions in favour of online streaming services by the end of 2012.
“The Battle for the North American
Couch Potato” report showed that
between 2008 and 2011 an estimated
2.65m people had scrapped their subscriptions as alternative mediums, such
as Netflix, grew in popularity.
This equates to around 40 percent of
US pay-TV subscribers foregoing their
subscriptions through 2011.
A general trend has seen fewer numbers subscribe year on year to such
packages with just 112,000 signing up
in 2011 versus 272,000 in 2010 – although this number is likely to rise to
185,000 in 2012.
Increasingly advertisers are showing
signs of following the viewers online,
with a three percent rise in online TV ad
revenue projected this year.
IAS b2b, the MSQ Partners owned
marketing agency, has begun its mission to conquer the international b2b
sector, following its acquisition of Parisian agency Aastroem Munier BBN.
The deal sees the Parisian boutique
agency joining both IAS and its parent
company MSQ Partners after a year
of talks with founder Stephane Munier,
who becomes the new strategic planning director and creative director, and
co-founder William Below.
Managing director Rob Morrice told
The Drum that he intended to open a
presence in several countries around
the world, through acquisitions, mergers
and start-ups.
“For any market that has big clients,
we will have an IAS agency based there
and then the rest of the network will
franchise the offering, and Business
Branding Network members will be associates,” he explained at the launch
party in the British Embassy in the heart
of Paris.
agenda07
e-commerce
46% make
purchases after
email marketing
Research from ExactTarget has
found that 46 percent of UK online
consumers make a purchase after
receiving an email marketing message, while 40 percent purchased
after receiving direct mail and 12
percent after receiving a text message from the company.
The Social Profile UK research was
based on over 1,404 consumer interviews and surveys, and found that
24 percent of participants were more
likely to buy from a brand after ‘liking’ it
on Facebook. Meanwhile, 32 percent
of those surveyed were more likely to
purchase after following a brand on
Twitter.
Also discovered in the report were
the 13 different ‘personas’ which
described online consumers: family
and friends; shopper; cautious; deal
seeker; information consumer; enthusiast; news junkie; gamer; socialiser;
lifestyle oriented; expressive; all business; and connector.
When participants were asked to
choose three personas which described their online interactions,
‘family and friends’, came top with 48
percent choosing it, saying they use
email and social media for personal
relationships.
social media
Sunday is best
day for brands on
social media
Sunday is the day fans are most likely
to engage with a brand on social
media, says research by Socialbakers.
FMCG and telecoms particularly fit
this, with telecoms up from an average
of 0.07 percent engagement during the
week to 0.11 percent. The auto sector
meanwhile received highest engagement on Tuesdays.
Jan Rezab, CEO of Socialbaker, said:
brands sould consider “posting their
most compelling content at times of
peak engagement”.
Socialbakers also found that the responsiveness of brands to fan posts on
Facebook is on the up, with response
rates up 15.5 percent since October
last year.
e-commerce
social media
65% of online shoppers
engage with daily deals
Almost 70 percent of shoppers look out for deals
and special offers, with almost half stating they
‘always’ use coupons and vouchers.
65 percent of online shoppers engage
with daily deals sites either by visiting
the site directly or reading an email
newsletter, the latest Online Shopper
Intelligence study from Kantar Media
Compete has found.
It was discovered that 68 percent of
shoppers now agree with the statement
“I always look out for special offers”,
while 48 percent say they “always use
money off coupons and vouchers”.
Groupon is the most popular site with
80 percent market share and 8.1 million monthly visitors; while KGB Deals
has the biggest ad spend, with its ads
being seen over seven million times by
individuals.
John Thekanady, UK client services
director for Kantar Media Compete,
said: “Group buying sites build awareness and encourage impulse purchase
behaviour, but companies are failing to
convert those shoppers into loyal cus-
tomers – bringing into question the long
term viability of these sites. With an expanding competitive set and talk of daily
deals fatigue, group buying sites would
be advised to target offerings to specific consumer segments to distinguish
themselves and reach a more engaged
audience.”
social media
Facebook’s purchases
Instagram for $1bn
Facebook’s $1bn acquisition of Instagram
‘recognises importance of photography to social
media’ says Blipfoto founder.
The $1bn acquisition of Instagram
by Facebook highlights the importance of photography within social
media, the founder of Blipfoto has
said.
Joe Tree, who founded the image
sharing social network, described the
deal as being ‘a serious recognition’ of
photography.
“Instagram is still a physically small
company with no apparent business
model or revenue,” said Tree. “So the
$1bn valuation is a clear indication of
Facebook’s hunger to keep control of
our social interactions, and the central role it sees mobile playing in the
future.
Of the free-to-use model however,
Tree asked; “Facebook has paid $37
per user for Instagram’s user base –
99% of which I’d wager are already
on Facebook – or about a dollar per
photo. Facebook goes public next
month, and must start to show revenues and profit rising every quarter.
Can it really capitalise on these users
and their content sufficiently?
“Blipfoto is a very different beast,
with a solid user base who already pay
for the service. But the success Instagram’s had with their quite specific
approach shows our appetite to share
life through photos. That’s very exciting for us,” Tree concluded.
Facebook the
most searchedfor brand in UK
Facebook was the most searched-for
brand in the UK in 2011, research from
Experian Hitwise has found.
‘Facebook’ was the most popular
term typed into search engines last year,
both as a brand and overall, accounting
for 2 percent of all searches.
The social media network was responsible for three of the top 10 most
searched for terms in the UK last year:
‘facebook’, ‘facebook login’ and ‘fb’.
James Murray, marketing research
analyst, said: “Search engines are the
primary portal people use to get to where
they want to go online. The place people
want to go most online is Facebook.
Around two percent of all UK searches
online are for the term ‘facebook’ which
contribute to the website receiving over
a billion visits a month from British internet users alone. Understanding the way
people use search engines is crucial for
marketers if they want to adapt their digital strategies to the fast moving and constantly evolving online landscape.”
Four retail brands made the top ten
list: ‘ebay’, ‘amazon’, ‘argos’ and ‘next’,
while the media sector also proved popular with ‘bbc’ and ‘daily mail’ both mentioned in the top ten.
social media
96% of 18-24 year
olds use Facebook
via mobiles
96 percent of 18-24 year olds engage
with Facebook on their mobiles, according to Kinetic Panel research,
which also found that 22 percent of
25-34 year olds are tablet owners
and revealed people in the UK as
comfortable sharing content through
smartphones, with 68 percent posting
images or video outside of the home.
The Kinetic Panel found that twothirds of UK smartphone users are
aware of QR codes or location-based
services, Google Goggles, NFC, augmented reality apps or Blippar.
Kinetic said: “We’ve seen a trend of innovative Out of Home campaigns being
posted on the internet, with two thirds of
smartphone users having used a mobile
to upload a photo to a website and 18%
having done the same with video.”
08pitch news
Pitch news and reviews
From BetVictor’s advertising to Gwynedd Council’s social media and PepsiCo’s
digital, there’s a lot of accounts currently out to pitch. Here we take a look...
hot pitch
Phoenix seeks
advertising, design
and media agencies
image: stevendepolo
The English Beef and Lamb Executive
(EBLEX) has invited agencies to tender for
its advertising business ahead of a major
promotion campaign supporting English
red meat. TBWA\London currently handles the account.
PepsiCo is on the hunt for an agency
to handle UK digital advertising and social
media for its breakfast brands Tropicana
and Quaker Oats.
BetVictor, the new guise of bookmakers Victor Chandler, is talking to agencies
ahead of a pitch for its advertising account
following its decision earlier this year to
rebrand across all of its European operations. The company has recently worked
with Home for a series of ads featuring
Paddy McGuinness.
ADT is reviewing its advertising arrangements, with the security company
talking to agencies about its £2m business. Most recently Abbott Mead Vickers
BBDO handled the account.
Lisburn City Council has issued a
tender for an agency to create an integrated marketing campaign for the City of Lisburn, with the business worth £150k per
year. The deadline is midday on 4 May.
Gwynedd Council is seeking an
agency to manage the social media
activity for the Snowdonia Mountains
and Coast tourism marketing area. The
council has issued a tender for the business, worth £24k, with agencies asked to
submit proposal by 29 March.
Glasgow Caledonian University and
GCU London is looking to commission a
brand/design agency to develop the GCU
brand proposition and an agency to develop advertisements to drive growth in
student recruitment.
Cornwall Development Company is
looking for a PR agency to deliver a national and international PR programme for
the Cornwall brand. The contract is valued
at between £150,000 and £170,000.
Birmingham Pride is seeking an
agency to conduct the marketing and PR
campaign for its Lesbian Gay Bisexual
and Transgender (LGBT) festival.
Phoenix Energy Holdings, the
Northern Ireland gas company, is
seeking advertising, design and media
buying agencies to help develop its
brand.
The natural gas distribution, supply
and gas service business is looking to
develop the brand with particular emphasis towards the domestic owner/
occupier consumer in the Northern
Ireland marketplace.
The tender, which closes at midday
on Friday 27 April, proposes that the
contract duration will be 24 months,
with an option to extend for a maximum of 36 months.
The combined spend is estimated
to be in the region of £400,000 to
£500,000 per year.
accounts under review
AdvertiserAccountWorth
ADT
BetVictor
Birmingham Pride
Cornwall Development Company
The English Beef and Lamb Executive
Glasgow Caledonian University
Gwynedd Council
Lisburn City Council
PepsiCo
Phoenix Energy Holdings
Advertising
Advertising
Marketing and PR
PR
Advertising
Advertising and brand development
Social media
Integrated marketing
UK digital advertising
Advertising, design and media buying
NEED THE RIGHT AGENCY, YESTERDAY?
Fast track your agency review and stay focused on the day job.
Visit www.recommendedagencies.com and call 0845 004 5626
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Agenda09
design
With the stationery market contracting 50% in five
years, what’s the future for the humble letterhead?
The Drum catches up with Jonathan Mitchell,
the new MD of Arjowiggins’ Creative Papers,
to talk letterheads and paper quality.
Stationery was once the mainstay of
the design industry. That well-crafted
business card, compliment slip or
letterhead seemed to represent the
heart of any self-respecting corporate
identity.
And it wasn’t that long ago that it would
have been impossible to imagine that this
could ever change. But a glance round
the judging tables at any creative awards
such as the Scottish Design Awards or
the D&AD confirms that indeed it has.
The quality still might be there, but the
quantity certainly is not. The emphasis has
moved elsewhere, leaving the traditional
letterhead almost a historic curiosity.
The fact is that, with email and the
rise of digital, businesses simply to not
use letterheads any more. But one man
aiming to ensure it does not become an
extinct craft if Jonathan Mitchell.
Mitchell, formerly from Berkshire, has
just been appointed managing director
of Arjowiggins Creative Papers Division.
Based in Paris, he was previously marketing director of the division so can appreciate the challenges it faces redefining
its role in an increasingly digital world.
“The stationery market has contracted,” he said, “I would say it is now 50%
of what it was five years ago.”
But Mitchell points out that Arjowiggins
is still a big business working in a market
that extends far beyond the humble letterhead. Famed for its Conqueror brand,
Arjowiggins still returns a profit of €25m
on a turnover of €269m. That accounts
for a lot of paper which is produced by its
1,500 staff across five mills; two of which
are in the UK, one in Kent and the other
in Aberdeen.
Mitchell points out that paper actually
says a lot about a business, no matter
where it is used: “When companies do
send letters, it is important that they are
consistent with their brand values. Without doubt the visual impact of a brand
is perhaps how people might engage
with it. But the paper comes a very
close second. And it is important that
even the feel is consistent with its brand
values.
“You sometimes hear of large organisations reducing their paper quality to
cut cost. But they still expect their staff
to look presentable. They wouldn’t suggest they save money by buying cheaper
suits, not cutting their hair and leaving
their shoes unpolished.
“We live in a digital world, where marketers have a range of tools at their disposal. It is fair to say that proportional
spent on paper has reduced.
“It is a more sophisticated market. But
our job is to explain how paper can be
part of a more sophisticated solution. It
can provide a tangible link with a brand,
and as a result how it looks and feels is
very relevant.”
One project which sums his ethos up
is a book by Craig Oldham of Manchester
agency Design By Music. Over the
course of a few months Oldham wrote to
top design companies and asked them
to send back a handwritten note on their
own letterhead. The book called ‘The
Hand Written Letter Project’ publishes
each letterhead, accurate down to the
original stock.
“I love this book and have a copy in the
office” said Mitchell. “It is a real reminder
of the power of a hand written letter.”
The book is a good metaphor for Mitchell’s strategy. The various letterheads featured ooze quality. Paper volumes may
be down, but there is no reason its value
cannot be protected.
Under the stewardship of Mitchell,
the business has launched a series of
ambitious marketing initiatives to get
Craig Oldham’s Hand Written Letter Project documents correspondences with some of the design
world’s leading figures, accurately reproduced
down to the very stock they’re printed on
that message across. These include the
Typographic Games – an international
competition which challenges designers to create sports themed posters; the
One Young World initiative – which seeks
to identify and encourage future leaders;
and, last but not least, the Blank Sheet
Project, which perhaps gives the best insight of all into Mitchell’s thinking.
He said: “The Blank Sheet Project is
the initiative I am most proud of. It started
off as an internal exercise where we challenged all our staff, to write the word sustainable on a blank sheet of paper, and
then see what ideas they could come up
with to move the business forward.”
Mitchell says the response was overwhelming and spawned sessions where
themes were written on around 2,000
Post It notes. The process has led to
40 separate projects dealing in areas
such as natural resources, energy and
people.
Said Mitchell: “Since creatives and
designers tend to face similar issues,
and very often start with a blank sheet of
paper to address challenges, we wanted
to challenge them on how they might
leave their mark, but also be sustainable
at the same time.”
The complex approach demonstrates that not all of Arjowiggins messages are straightforward. “For example,” said Mitchell, “many people
are not aware that you cannot recycle
paper to infinity. At some stage you
need to add virgin fibre into the cycle.
So would you rather put that virgin fibre
into the cycle via an Amazon box or a
piece of packaging for Chanel?”
Custom built media training
Prepare your management teams and clients to appear on any medium, including the Web.
Experienced journalists deliver relevant, non-scary training for people appearing in print, radio and TV.
Email maurice.smith@tvi-ltd.co.uk or call Maurice on 0141 564 2241
10agenda
digital
Can you teach code in a day to those who
don’t know their CSS from their elbow?
The Drum’s editor Gordon Young tries to get his
head round the dark art of coding, but can it really
to taught in a day? We find out...
It’s a common complaint amongst traditional agency stalwarts and media
owners. They understand every task
associated with their craft bar one;
coding for websites.
In fact, what goes on in the coding
corner can seem a bit of a dark art. And
its young, headphone-clad practitioners
can be viewed with suspicion. After all,
they have a lot of power when it comes
to deciding what is possible, achievable
and doable by dint of the fact nobody else
really understands what they do.
Now though a team – which includes a
very traditional ad man in the form of HHCL-founder Steve Henry – have decided
to do something about this. They have
launched a company that aims to teach
people who don’t know their CSS from
their elbow how to code in a day.
Operating under the name Decoded, it
promises that, after just a few hours, students – regardless of their previous experience – will be able to build their very own
mobile app, complete with geo-positioning functionality. Intrigued, I joined one of
the sessions, which was being held near
London’s Silicon Roundabout.
There were about 10 of us, from large
agency CEOs to a housewife looking
to develop a new business. An eclectic
group, but sharing a common insecurity; that our lack of knowledge in this
key area could cost opportunity. Heaven
forbid, if nothing was done, the guys with
the headphones could end up taking our
jobs.
Our course leader for the day was Alasdair Blackwell. Despite describing himself
as ‘digital Sherpa’ he did not fit the profile
of the usual coding nerd. He had social,
as well as social media, skills.
Bright and engaging, his enthusiasm
for the fundamental elements of coding
– HTML for structure, CSS for design
and JavaScript for functionality – was infectious. He made clear from the outset
that everybody should be able to code,
and expressed amazement that, despite
digital being fundamental to the economy,
coding is still not taught in schools.
“What people do not appreciate,” he
told us, “is that by delegating all responsibility for coding they are actually abdicating responsibility for a major part of the
creative process. Coding is really about
40% planning, 40% research and 10%
debugging. Only 10% of the process is
actually putting together code.
“But can you really learn to code in a
day?” he asked. “Surely it takes 10,000
hours to learn a craft? But today is really
about starting to break this process
down. Today we are going to pull back
the bonnet and allow you to take a look
under the hood.”
And the day itself was broken down
into distinct parts. In the morning there
was a helpful overview of the history of the
internet. Although the briefing contained
few revelations, it was still helpful to stand
back and look at its development chronologically; from the development of HTML,
the rapid evolutions of browsers such as
Firefox and Chrome, and revolutions such
as JavaScript.
We also touched on how a culture of
sharing had taken hold in the internet, a
theme set early on by Sir Tim Berners-Lee
and his development of web as we know
it, the setting up of resources like jQuery
where JavaScript can be downloaded
free, and the API movement, where sites
such as Facebook open up their code to
the general community.
The afternoon then focused on developing our geo-positioning app. It was to
be a simple app – their description, not
mine – which delivered a message when
the user arrived at a specific location.
your comments
phpma21096
Blackwell demystifies the world of coding
Blackwell pointed out that there are
three key steps in every build: defining the
function, the variables and the logic. In this
instance the function is to monitor a user’s
position, so the variable might be the distance between the user and the final destination and the logic how to calculate the
distance between the two points.
A key revelation was that most of the
code we needed already exists. It was
simply a case of finding it, and effectively
cutting and pasting it into our application.
Apparently the technical term for this is
‘matching’ as opposed to ‘stealing’, but it
does demonstrate the very open nature
of the web: the ethos seems to be that it
is better to open your code up so a vast
community can contribute to its evolution,
as opposed to keeping it locked down
where only a few can move it forward.
But it was safe to say that I was not
doing much to improve the JavaScript.
I was borrowing. I was just amazed that
when I moved to the browser, my series
of brackets, letters and numbers actually
metamorphosed into an app, which – after
a group debugging session – worked.
The whole experience was without
doubt the most intensive learning experience I have ever had. But can I now
code? No. Do I feel have a better sense of
what goes on in the coders’ corner? Absolutely. There is no doubt that everybody
involved in this industry would be better
off with a grounding in this area. That way
at least we can ensure the geeks will not
necessarily inherit the earth.
Then you’ll know how these
fellas feel. They work hard,
we know because they train
right next door to us.
Think you’ve been working like a dog?
October 2011 Drum ad.indd 1
www.our-agency.co.uk
This article and a session entitled
“Learn code in a day” is an insult
to anyone that can code.
What Alisdair Blackwell actually
taught you was how to press
Ctrl+c and Ctrl+v and all for
the reasonable cost of £650 a
session. He neglected to mention
that unless the code is open
source this is akin to plagiarism,
something The Drum seems to be
exceptional at.
Coding is as much of an art form
as painting a masterpiece or
crafting an exquisite chair, treat
it with a little more respect,
because truth be told the young
headphone-clad
practitioners
are the unsung heroes of many
companies today.
P.S. It shows how little you know
when you say, “setting up of
resources like jQuery where
JavaScript can be downloaded
free”. You can’t download
javascript, it is a language that
is built in to all modern web
browsers. jQuery is just a library
which makes javascript easier to
manipulate.
alibl14840
@phpma21096 You are part of
the problem. Revel in your clique
while if lasts, we’re breaking
down the barriers into your
bullshit cabal.
Every coder is on a journey. Once
you get it, you’ve got it. People
that leave decoded get it, and
they’re coders. They may not be
as good as you, you smug bastard,
but they get it. Get over yourself.
Kindest regards,
Alasdair Blackwell
We think they deserve
this space, so if you
agree and could make
a donation, sponsor
a puppy or give some
time - get in touch.
www.dogsforthedisabled.org
21/10/2011 12:27
AGENDA11
EVENTS
MEDIA
What James Murdoch’s resignation
means for the Murdoch empire
Jim Chisholm, advisor to some of the world’s
leading news media companies, on James
Murdoch’s resignation as chairman of BSkyB.
IMAGE: IABUK
In the good old days there was a
joke about “Why is there only one
Monopolies Commission”. The response to which, I recall, being
“There’s not. There’s one for normal
people, and one for Rupert Murdoch.”
I’ve never met Mr Murdoch, and
News International is the only major
publisher in the UK I have not advised
at some time, but up until the hacking debacle I have always had a great
admiration for both the man and his
company.
In the wider industry Rupert Murdoch enjoyed a reputation of being a
decent if opportunist operator, and, as
his interests have expanded, he has
attracted opprobrium for only doing
what any ambitious media mogul
would have done if they had had his
ability. Sadly, it is now the case that
hacking has darkened what has otherwise been the most astonishing performance of any media player in the
world.
Now his son James Murdoch has
bowed to the inevitable by stepping
down as chair of BSkyB, and he was
right to distance his timing from his
departure from News International.
But behind this are some more interesting questions.
Firstly, to examine the recent development, James Murdoch remains on
the board of BSkyB, and Tom Mockridge, who succeeded him as Chairman of News International, moves up
to Deputy Chairman at BSkyB. So this
is not a climb-down so much as it is a
rearrangement of the chairs.
And then there is the historical political perspective. The recent sad events
aside, the Murdochs’ power may have
reflected their ability and agility, but it
has also reflected successive governments’ acquiescence in News International’s influence in the UK, from their
acceptance of the acquisition of Times
newspapers in 1981.
The Social Buzz Awards are open
for entry. These social media awards
recognise individuals and organisations who are transforming the use of
online to communicate with people in
new and innovative ways.
socialbuzzawards.com
Entry deadline: 1 August
The Dadis (The Drum Awards for
the Digital Industries) recognise
and reward digital excellence and
are open to any business, including agencies and clients, who are
producing effective digital strategies.
Sponsored by Monotype Imaging,
the awards are now open for entry.
dadiawards.com
Entry deadline: 1 June
A rearrangement of chairs at BSkyB sees James Murdoch (pictured) step down as
chairman but remain on the board, while Tom Mockridge steps up to deputy chairman
At that time News International’s
share of UK daily newspaper sales increased from 27% to 30%, at a time
when a monopolistic position was
considered to be over 25%.
Today the share is 36% (for the
record the total market circulation has
fallen some 22%, while News International’s circulation has fallen by 8%).
Along the way they acquired then
closed Today in a failed attempt to
enter the mid market.
Now, New International also owns
39% of BSkyB, which carries 11% of
UK TV advertising (to me a surprisingly
low figure), and around 7% to 8% of
the total viewing audience of which
news is far less than 1%. BSkyB’s
news coverage is well presented but
rather thin and repetitive.
But BSkyB holds a massive share
of the pay TV market, which is where
the growth in broadcast media lies,
and monopolises paid access sport,
depriving many people from watching
iconic sporting events.
Everyone is now focussing on, to
quote OfCom, whether News Corp
are “fit and proper” owners of what is
largely, a subscription based, sports
and entertainment service.
News Corp could easily jettison its
news service, as has been suggested, but this would only be financially
viable if it was supported by another
media organisation, which of course
the other monopolies commission
wouldn’t allow!
To me a larger question is how government more effectively regulates
media ownership, and particularly
cross-media regulation, and specifically in the farce that restricts the UK’s
regional press.
Simply going from Murdoch worship
to burning them at the stake answers
the problems raised by hacking, but
does not address the bigger picture.
Join us on 9 May at the Emirates
Stadium to discover the winners of
The Drum Marketing Awards 2012.
Tickets and event information as
well as the full list of nominations are
available from the awards website.
thedrummarketingawards.com
The Roses Creative Awards are
taking place 3 May at the Mercure
Hotel, Manchester. Tickets and
event information as well as the full
list of nominations are available from
the awards website.
rosescreativeawards.com
12news
Anyone can find you people…
Publicis poaches
Ogilvy&Mather
creative director
Steve Williams becomes
president at PHD NY
Andy Bird, formerly
creative director at
Ogilvy&Mather,
has
been unveiled as executive creative director
at Publicis London.
At Ogilvy, Bird oversaw accounts including Europcar, Expedia, The Spectator, Castrol, World Wildlife Foundation and Kraft.
Publicis London chief executive
Karen Buchanan said Bird’s entrepreneurial background and big agency experience “make him ideal for ensuring
Publicis London delivers world-class
creativity for all its clients”.
Ominicom Media Group has announced a management reshuffle at
its various media agencies as Steve
Williams, currently CEO of OMD
Group UK, becomes the new president of PHD New York.
Williams will not be directly replaced
in London. Instead his duties will be assumed by Dan Clays, the new OMD UK
managing director and Robert Fitch,
the managing director of Manning Gottlieb OMD.
They will report to Omnicom Media
Group’s UK CEO Philippa Brown.
She said: “We wish Steve well in his
new role which is a brilliant opportunity
for a very talented individual. He leaves
behind very strong management teams
who have together made OMD and
Manning Gottlieb OMD two of the stron-
Senior marketing
manager for Beko
Beko has announced
the appointment of Matthew Jones as senior
marketing manager.
Jones will lead marketing activity for the brand
in the UK and Ireland, incorporating trade
and consumer PR and advertising.
Beko MD Ragip Balcioglu said he was
“extremely pleased” to welcome Jones,
with whose support he expects to see the
business “continue to go from strength to
strength”.
Brennan new head
of mobile at Carat
Carat has appointed
MEC emerging platforms director Mark
Brennan as its new
head of mobile.
In his new role Brennan will consult with clients to build
content on the mobile platform, drive
investment in media and better deliver
business value.
gest media brands in the industry.”
Williams will take up the new post
in April. His appointment is part of a
new management line up for PHD US,
which sees Monica Karo, OMG president of integrated global accounts, become the new CEO for PHD US.
“I’m delighted to be part of driving the
next stage of PHD’s growth in the US in
this exciting new role,” Williams said.
to her skills and experience and will allow her
to exert even more influence over the agency’s
operations, which will
only benefit the agency
and our clients”.
Wood added: “The
business has developed
at pace and we are undertaking a strategic
growth plan which will
strengthen our position
as one of the UK’s leading digital agencies.
“We have clear objectives to position our business as the first agency of
choice for clients, prospects and people. My role as managing director will allow me to work with the hugely talented
teams we have within the Group to realise its potential.”
…we’ll find you talent.
Creative / Account Handling / PR recruitment
pitchconsultants.co.uk / info@pitchconsultants.co.uk / 0121 270 4080
Grayling has hired
Tristan Pineiro from 3
Monkeys as managing director of its
consumer brands
division.
SapientNitro has appointed Daniel
Harvey, a former creative director
at New York’s R/GA, to be its new
director of experience design.
fuse8 appoints Wood
as managing director
Leeds digital agency
fuse8 has promoted
Claire Wood to the role
of managing director.
Wood, who joined
fuse8 from Brass last
September, has been
promoted from his role as
operations director.
She will now have
full responsibility for all
day-to-day
operational
management
of
the
fuse8 group, which also
includes London digital
agency Delete.
fuse8 said Wood’s promotion would
enable agency founders Andy Hutchinson and Mark Walton to focus on the
business’s ‘strategic direction’.
Walton said Wood’s new role is “vital
within the fuse8 Group, is well-matched
People on
the move...
The Scottish Government has brought
in Lesley Morton, who
has held the role of
account director at
Material for two years,
as its new web editor.
RAPP UK has promoted John
Markham to the role of chief technology officer, with Markham having
been with the agency for more than
a decade and most recently holding
the role of technology director.
PHD Worldwide
has appointed
Malcolm Devoy to the
newly-created role of
international strategy
director. Devoy joins
from Arena Media where he was digital planning director and headed up
the agency’s social media division,
247 Social.
smartclip, the video advertising network, has announced the appointment of Andrew Ferrer as agency
group head for the UK, where he will
be responsible for sales and service
activities for the company.
Clock Creative has
appointed Lee Ash as
its new creative director in a move that
sees the role’s current
incumbent David
Bailey become brand development
manager.
creative news13
The Works
The Drum’s creative round-up
submit work to thomas@carnyx.com
jkr has created the new look and feel for online grocery retailer Ocado’s packaging, with the new designs building upon and
elevating the Ocado brand mark, creating a distinctive and attractive design system which works across the brand’s diverse
range of own label products.
Neo has worked with Sova, the national charity that helps offenders and ex-offenders steer clear of crime, to refine its strategic
focus and brand. The creative agency has made some fundamental changes to the brand, shifting it from an institutional focus to
one focused on people. Fonmon Castle owner Brooke Boothby has commissioned Goosebumps
brand consultancy to develop a new
visual identity for the Welsh castle
to be unveiled this spring.
The new identity will eventually flow
through to Fonmon Castle brochures,
guidebook, advertising copy, letterheads and its website.
FremantleMedia Enterprises is working
with 999 Design following a four-way
pitch.
999’s first task has been to create a
“fresher look” for Fremantle’s Buyers’
Book, which showcases the company’s
TV content. Its brief was to “overhaul the
approach and recreate the Buyers’ Book
to reflect the scope of FME’s offering to
licensing, distribution and home entertainment around the world”.
14the works
Status Digital has given Sheerluxe.com a comprehensive visual and functional design
overhaul to modernise and improve its appearance and usability. The new design work has
boosted conversions to partner sites, directly attributable to the new presentation and
accessibility of the content in areas such as the magazine and boutique sections.
Tesco has unveiled its new ‘Everyday Value’ range, to replace Tesco Value.
Created by Rocket Design, the packaging is brighter and more colourful than the
blue-and-white of Value, and the brand also aims to show that it has taken a step
up in terms of quality.
Chilli UK has created the branding and packaging for new ice cream brand Huckleberry’s.
The new brand has been manufactured by R&R Ice Cream UK and will be exclusively available in Waitrose stores.
Transport for
London has launched
a new poster and
online campaign to
remind teenagers
to take care on the
roads. The provocative posters, created
by M&C Saatchi and
displayed at roadsides around the
capital, show young
people lying stricken
because they had
been distracted
when they should
have been paying
attention to the
traffic.
The ‘vajazzling’ craze made popular by The Only Way is Essex has inspired a
new campaign in Dudley to break the taboo surrounding smear tests. Created by brand agency ORB, the ads feature a discreet vajazzled heart on a
woman’s outline with the message: “Your smear test is more than skin deep”.
creative news15
Thomas Manss & Company has designed The Art of Racing, a unique art-photography-sport book for McLaren, published by Prestel. Blurring the boundaries
between motorsport and art, the book features lavishly reproduced photographs by Darren Heath and expert insights from Maurice Hamilton.
16THE WORKS
Renowned designer Alasdhair
Willis has created a new campaign
to promote Birmingham as ‘The
Original Design City’.
Willis, the man behind the campaign for David Beckham’s new
Bodywear range, was enlisted to
promote the city’s creative credentials ahead of its first design
expo in a century.
His ‘Birmingham Made Me’
campaign celebrates some of the
iconic products and brands that
hail from the city region such as
the Land Rover Defender, AGA
Range cooker and Pashley Clubman bicycle.
Birmingham Birming
M
A
the
original
design
city
M
LAND ROVER Defender
Kallo has launched a new range of corn and rice
snacks with design work handled by Pearlfisher.
The agency was given the brief following its earlier brand identity and packaging design work for
Kallo which was unveiled in October last year.
®
M
D
design expo 2012
15 — 22 june
THE mailbox, birmingham
birmingham-made-me.com
a project OF idea birmingham
A
M
Pashley Cycles, Clubman Urban
®
D
d
THE mail
birmingh
CREATIVE NEWS17
mingham Birmingham
A
®
the
original
design
city
M
D
design expo 2012
15 — 22 june
M
JAGUAR, C-X75 CONCEPT
A
®
the
original
design
city
D
design expo 2012
15 — 22 june
Rose, brand guardian to D&AD since 2006, was tasked to create a suite of
items that would explain the value and benefits of membership and provide
an experience appropriate for the D&AD brand.
The concept was to create a suite of items that would deliver the appropriate sense of privilege and exclusivity associated with being a D&AD member. It
would provide them with a range of tools to enable them to get the most from
their membership, and would encourage and reward them for subscribing year
on year with the addition of a collectible yellow pencil.
Online fashion retailer
BrandAlley has launched a new
marketing campaign dubbed
‘Shop Savvy Feel Good’.
BrandAlley’s ‘biggest
campaign to date’ will run across
print, online and social media.
It launched last week with
ads in Stylist, Red, Marie Claire,
Cosmopolitan and Look.
Created in-house, the three
ads showcase BrandAlley’s
home, beauty and fashion
departments. Each features a
‘halo’ effect to entice customers
with the prospect of ‘guilt free
shopping’.
18ford interview
Everything we do
is driven by you
Recent campaigns have set the pace for Ford as a
social trailblazer in the auto industry. Mapping out
Ford’s social media strategy is head of social media
Scott Monty. The Drum’s Stephen Lepitak caught
up with Monty at the Social Media World Forum to
discuss the company’s plan to drive social into every
aspect of the Ford culture, including its people.
.You’re an advocate of brands being transparent and.
.trustworthy within social. Where do you feel Ford is
in.terms of its own strategy and how. do you ensure
that you remain transparent?.
The beauty of the way Ford works is that it comes from
the top down. We saw an incredible transformation
within our business when Alan Mulally joined as CEO
in September 2006; transparency is one of the key tenants that he brought to the leadership team.
We have to be honest with each other and be completely transparent about where we are with our business plan. He [Mulally] has a business plan review
every week, and he expects every direct report to him
– about 15 or so from around the world – to give a
summary of their region of responsibility of the business within 5-10 minutes, and it’s colour coded green,
yellow and red. You know where you are on plan. If
you’re green, you’re fine. If you’re yellow, things are
a little off but you’re getting back, but if it’s red then
you’re off plan and you don’t have any plan to get back
on track.
By being transparent like that, by letting managers
stand up and say ‘there’s a problem here’, what we’ve
all found is that other managers will step in and say ‘I’ve
seen that before in another part of the world. Let me
see if I can get my team on it.’ And then suddenly it’s
everyone working together for the benefit of the entire
enterprise.
So that culture change, which has been driven by
Alan’s leadership, has started to permeate throughout
the entire organisation. And the beauty is, it’s completely parallel with what the world of social media
expects out of us.
Consumers expect that kind of transparency now.
They appreciate being brought in behind the scenes.
They like to know what’s going on, even if we don’t
have a fully baked answer yet. So we’re seeing culturally
within Ford, a complete consistency across leadership
and social media that makes this possible.
.A large part of the strategy is ensuring.people are
engaged and feel like part of the..company. How do you
make sure this is.the case?.
It’s not easy, but I think that one of the things that we did
early on, establishing a set of social media guidelines for
the company, gave everyone a roadmap for what we
expected of them.
Previously, they had been told to completely avoid
talking about Ford online while being given business
cards and incentives to talk with people in real life. Why
should online be any different? We have been helping
them understand that what they have been doing, in
an analogue fashion, is completely congruous with what
they could be doing in a digital fashion.
So really we’re just giving them the permission to go
out and do that. Then by happenstance, sometimes by
holding training courses and finding the people that are
passionate about this stuff, you can give them the ability
to go and do more.
.This has been achieved in quite a short space of time. .
.How big a process has it been for you to implement.
.your social media strategy?.
It’s not done. We feel like we’re just at the tip of the
iceberg with this stuff, because ultimately the desire
is to create a culture of social media throughout the
company. My focus has been primarily has been externally to date, and we need to take that focus and
turn it internally to really build the infrastructure and to
really start to build out those training and education
programmes.
.Internal communications is something that a lot of.
companies are only just beginning to realise the
importance of.. Why do you think that is?.
I don’t know. People are so busy and tied up with
what they already know: email and spreadsheets and
whatnot. For us, doing an internal transformation is
just as important as doing the stuff externally. We
already have blogs and Wikis and Sharepoint, and
Yammer. We have lots of tools out there, but they’re
all floating and nothing’s really brought them all together yet.
.Companies seem to be crying out for just that – a.
.tool that pulls all these platforms together. Do.you
think something like this will hit the.market soon?
I hope so. We have a great group of IT professionals
called The Digital Worker Group and they are the ones
who are responsible for all of those tools and a lot of
it is geared towards people who work remotely and
gives people the ability to use a personal device with
corporate email. So, teaming up with The Digital Worker
Group and using their talents alongside the talent we’ve
already got, should be a one-plus-one equation, where
hopefully one-plus-one equals three.
.Which platforms have been particularly important in
developing.your strategy?.
I don’t think the platform is as important. It’s important
to define the tools. We’re kind of agnostic. We use
Sharepoint right now and we’ve got a lot of legacy
FORD INTERVIEW19
Who is Scott Monty?
CAREER
2008-present: Global Digital & Multimedia
Communications Manager, Ford Motor Company
2006-present: Executive Editor & Publisher,
The Social Media Marketing Blog
2005-present: Executive Editor & Publisher,
The Baker Street Blog
2011-present: Business Manager,
The Baker Street Journal
2007-2008: Consigliere, crayon
2004-2007: Account Director,
PJA Advertising & Marketing
2002-2004: Development Officer, Simmons College
1999-2002: Manager, Corporate Development,
Boston Healthcare Associates, Inc.
1996-1999: Account Manager,
Private Healthcare Systems, Inc.
1995-1996: Marketing & Operations Assistant,
Brigham & Women’s Hospital - Dept. of Radiology
1994-1995: Staff Writer,
Department of Veterans Affairs
Monty has also authored and co-authored “The
Age of Conversation” first and second editions.
EDUCATION
Boston University Graduate School of Management
Boston University School of Medicine
Boston University
systems that we’ve custom built, but perhaps don’t
have room for some of the social functions. We’re going
to have to make a very honest assessment of that, but
culture first, tools second and people around it all.
.Can you use too many platforms? And how do you .
.go about deciding which are best?.
We need to have a common platform across the company, and quite frankly, one that is able to go outside of
the firewall as well, because we have so many suppliers,
partners and vendors that need to have access to it. We
need that kind of flexibility.
.How important is social media to Ford? Is it.
.revolutionising the company?.
Fundamentally, it’s tied to our business goals and
it’s tied to our marketing and communications goals.
It’s not a standalone strategy itself and as such, just
as the marketing division is driving us or the communications organisation is driving us, social media
fits right in there.
“CONSUMERS LIKE TO KNOW WHAT’S GOING ON, EVEN
IF WE DON’T HAVE A FULLY BAKED ANSWER YET. SO
WE’RE SEEING CULTURALLY WITHIN FORD, A COMPLETE
CONSISTENCY ACROSS LEADERSHIP AND SOCIAL
MEDIA, THAT MAKES THIS POSSIBLE.”
.How has the use of your spokespuppet ‘Doug’ changed.
.the strategy in recent years?.
For my first couple of years, we were more in crisis
mode, responding to external factors and now I feel
we’re in a building and growth mode, and that’s a
very different position to be in. We’re so laser focused on the plan and we’re seeing the fruits of its
success coming from that. Now we’re finding ourselves in a leadership position, quite frankly, and a
position to be able to take it to the next level. It’s a
whirlwind position and it’s been quite gratifying to
see it all come together.
.What can we expect to see from Ford in the future?.
In the US we have a programme called Escape
Route, a tie-up with NBC. It’s a prime-time show,
and there’s going to be an online component that
can be played at home. We’ve got six teams going
to six different cities, one city a week, and in that city
we’re giving people the chance to interact with challenges. People at home can play along and interact
with the team online after the show is over. That’s
one of our big efforts, but you’ll continue to see us
innovating and trying to beat ourselves. We’re our
worst competitor.
20cover story
jumping
through hoo
As the London Olympics draw ever closer brands are lookin
to use the Olympics to sell, without actually using the Olym
sell. So, with Draconian LOCOG restrictions in place, how ca
who are not sponsors capitalise on this year’s Games with
into ambush marketing territory? The Drum’s Cameron Cla
investigates the legal implications of ambush marketing, an
look at some of the ways big names, including Nike, are get
the official restrictions to create relevant, engaging campa
I
t is costing Adidas in the region of £100m to
sponsor the London 2012 Olympics. And yet for
all that money, one recent survey claimed that it
is in fact bitter rival and non-sponsor Nike that is
the brand most associated with this summer’s
Games.
Nike appears to be enjoying the fruits of its ‘Make
it Count’ advertising campaign, which contains no explicit reference to the Olympics but features top British competitors Paula Radcliffe, Mo Farah and Mark
Cavendish. Unfortunately for Nike, it will only be able
to run the campaign until 18 July, because that’s when
Rule 40 comes into play.
Rule 40 is among the legislation put in place by the
London Organising Committee of the Olympic Games
(LOCOG) to protect lucrative commercial partners
from being overshadowed by non-sponsors and,
more specifically, ambush marketers. It decrees that
no competing Olympian can appear in a non-sponsor’s advertising campaign shortly before or during the
Games.
If Rule 40 is fairly clear, some of the other legislation is considerably more opaque. In broad terms, the
London Olympic Games and Paralympic Games Act
of 2006 prevents non-sponsors from ‘suggesting an
association’ with the 2012 Games and taking ‘unfair
advantage’ – a “woolly concept” according to copyright lawyer Adam Rendle of Taylor-Wessing. On top
of this legislation, there is the broader Olympic Symbol
Protection Act (1995) which outlaws commercial use
of the Olympic rings, mottos and phrases such as
Olympic, Olympian and Olympiad.
To prevent marketers from falling foul of the law,
LOCOG has kindly provided a further glossary of
‘listed expressions’ which should be avoided in nonsponsors’ marketing activity (including social media).
Hit upon a combination of terms such as ‘Two Thousand and Twelve’, ‘Medals’, ‘Gold’, ‘Summer’ and
even ‘London’ in your campaign, and LOCOG could
well haul you before the courts. If Gold’s Winery produce a bottle of wine and call it ‘Gold’s 2012 Claret’,
that would be fine. But if an energy drink runs a campaign saying ‘drinking X Brand will help you stay
awake during the 2012 Games’, it will soon find itself
in trouble.
While some observers deem these measures Draconian, Olympics organisers would argue they need
to flex their muscles to prevent history from repeat-
ing itself. At the Sydney Olympics in 2000, Qantas
ambushed official sponsor Ansett Airlines by running
full page press ads featuring Aussie hero and star of
the show Cathy Freeman alongside a strapline that
flew dangerously close to the official Games slogan.
At the 2010 World Cup in South Africa, official sponsor Budweiser was outshone by Dutch beer Bavaria
which simply had the gumption to send 36 photogenic women to Holland’s game against Denmark clad in
the brand’s staple orange mini-dresses. For its opportunism, Bavaria was rewarded with the kind of global
PR coverage money can’t buy.
As LOCOG explains in its own words: “Ambush
marketers have, in the past, used their association with
athletes and National Governing Bodies to suggest or
imply that they have an association with the Olympic
Games. This undermines the exclusivity that Organising Committees and/or National Olympic Committees
can offer official Games and Team sponsors, without
whose investment the Games could not happen.”
Break LOCOG’s rules and the punishments could
be severe. Rendle says brands that infringe the rules
could face civil sanctions including “quite substantial”
damages payouts. More ominously, he adds that the
olympics21
oops
e looking for ways
e Olympics to
how can brands
s without veering
ron Clarke
ting, and takes a
re getting around
campaigns.
South Africa example would touch on criminal sanctions at London 2012: “No matter how great that publicity, you are at risk of committing a criminal offence
which carries an unlimited fine, potentially.” Rendle
also warns that being seen as an ambusher could put
a brand out of contention to be an official tournament
sponsor in future.
If LOCOG feels a campaign is breaking its rules, it
can apply to the courts for an interim injunction to get
it taken down for the duration of the Games. Rendle
says these interim injunctions should be of the most
pressing concern to marketers, because they could
see their carefully crafted campaign torn down at
almost a moment’s notice. “In terms of getting advertising out there, and keeping it out there, that will be
the biggest concern.”
David Thorp, director of research at the Chartered
Institute of Marketing, describes the legislation as
“swingeing” and believes it goes further than it needs
to.
“When you see the scope of the legislation it’s quite
saddening,” he says. “I’ve never seen legislation like
it, and I hope I never see legislation like it again. It’s
an opportunity missed. We have no problem with the
“This is an event that is costing the UK taxpayer dear.
Sponsors are bringing in something like £1bn; we’re
paying £9.298bn to put the Olympics on, which is a lot
more than we were paying in the first place.”
Olympic movement protecting its brand and major
sponsors who spend an awful lot of money for the
rights. We do have a problem when thousands of
small businesses are prevented from engaging, on a
small scale, low-key level, in activities which we would
say are offering no threat whatsoever to the major
sponsors of the Games.
“This is an event that is costing the UK taxpayer
dear. Sponsors are bringing in something like £1bn;
we’re paying £9.298bn to put the Olympics on, which
is a lot more than we were paying in the first place. And
you think, hang on, what are we getting back from it?
What’s the business sector getting back from it?”
So if the rules are this strict, how can marketers
get around them and still make the most of the once
in a lifetime opportunity of having the Olympics in
London?
Thorp says that marketers should look to own the
‘thematic space’ around the Games. “There is nothing to stop you using an image of a guy in a rowing
boat,” he says. “If you look at Nike, what they’ve cleverly done is consistently marketed their products in
the [athletics] space and sponsored a wide range of
sporting activities – so much so that now they are automatically associated with an event that they are not
even sponsoring.”
Andrew Douglass, chief executive of brand
experience agency innovision, believes there are a
“number of ways” brands can take advantage of
the Olympics without falling foul of the law. He says
one such avenue would be signing a commercial
agreement with a National Olympic Committee: “Since
1992 in Barcelona, Heineken and the Dutch NOC have
created Holland Heineken House at every Summer and
22olympics
Winter Olympics. During the Olympics, this becomes
the official national house for the Netherlands, with the
Dutch NOC being the host and Heineken organising the
venue – and of course, the beer... It has become one of
the most popular destinations throughout the Olympics,
combining warm Dutch hospitality with a vibrant scene
of entertainment and drinking – with Heineken at the
epicentre.”
All is not lost for above the line advertising either.
Although Rule 40 prevents participating competitors,
coaches, trainers and officials from appearing in advertising, it does not apply to those who have previously
done so. “Expect to see closer to games time a number
of non-sponsors using iconic British athletes,” says Mike
Parker, head of sponsorship at Carat.
Until Rule 40 kicks in, Parker predicts that we will see
“a free-for-all frenzy of activity by those brands looking
to acquire Olympic equity”. He adds: “It creates an interesting opportunity for those brands with an involvement in tennis and/or Wimbledon, as this would allow a
two week window in which to promote association and
leverage personal endorsements.”
Asked which non-sponsors are doing well so far,
Parker points to Virgin’s ad campaign featuring sprinting
sensation Usain Bolt mimicking Richard Branson. He
says: “From both a creative and stand-out perspective
Virgin’s use of Bolt would appear to have totally trumped
BT. Yes, BT is a LOCOG sponsor but its above the line
communications of this fact failed to stand out and virtually any ISP logo could have appeared on the end
frame. Virgin was... well typical Virgin... spot-on in terms
of brand, being both impactful and entertaining.”
Parker is less impressed with official sponsors Powerade
– “Jessica Ennis is the face of the games but one cannot
help but feel that she and the other athletes have been used
in a totally predictable way in the current television execution”
– and Cadbury – “Last year’s Stars vs Stripes was replaced
by Goo. I’m not sure why and where this all leads to.”
So will these official sponsors buck up their ideas, or
will they be overshadowed by the ambushers? Let the
games begin.
The ‘listed expressions’
When considering whether an infringing
association has been created, a court may take
into particular account the use of:
any two of the words in list A below
OR any word in list A with one or
more words in list B below:
A.
‘Games’
‘Two Thousand and Twelve’
‘2012’
‘twenty twelve;
B.
‘Gold’
‘Silver’
‘Bronze’
‘London’
‘medals’
‘sponsors’
‘summer’
Nike’s ‘Make it
Count’ campaign,
featuring athletes
such as Paula Radcliffe, Mo Farah and
Mark Cavendish,
has become widely
associated with the
Olympics, despite
the brand not being
an official sponsor
MODERN ANALYTICS
SPECIAL REPORT
®
GETTING IT RIGHT
WITH ANALYTICS
In association with:
INSIDE25
making sense of
the marketing mix
As multi-channel user behaviour and content
consumption continue to evolve, how can clients
best utilise data measurement and analysis as a key
part of their online marketing strategies? In this
supplement The Drum showcases opinions and ideas
from industry experts including Adobe, Webtrends
and Sitecore, exploring why web analytics is so
important in business, what to expect from analytics
moving forward, and how innovation will be key in
overcoming the problems posed by the upcoming
cookie legislation which threatens to cause problems
for the industry.
According to a recent IBM Tech Trends report, a
survey of more than 4,000 IT professionals from 93
countries and 25 industries, business analytics saw
the highest rate adoption tendency at 90% when
compared with other technology areas.
This finding shows that the IT industry recognises the
importance of analytics, as companies are challenged to
automate processes and make sense of ever-increasing
amounts of data. Web analytics is a key component
in turning that data into actionable information and
insights. Additionally, half of those who are not currently
using analytics plan to do so within the next 24 months,
to increase automation, streamline processes and do
more with less in faster time.
However, a 2011 study by Massachusetts Institute
of Technology found that only 17% of companies
use more than 75% of data they collect. The same
study says that companies who do use data to
drive decision making are 40% more efficient
than those who don’t. The conclusion here is
companies understand the need for data but are
still struggling to make the most out of it.
On page 27, read an industry overview from our
sponsor, Sitecore, which explores the changes about
to shake up traditional analytics.
We explore the implications of the cookie law on
page 28, whilst a case study on page 35 reveals how
analytics has been used in practice for Carphone
Warehouse. Our Q&A with key industry players on
pages 31-36 explores some of the issues faced by the
industry at the moment and reveals insights into what
companies should be doing to make the best use of
their analytics systems.
But if the jargon of this fast-moving discipline is
new to you, take a look at our quick guide to key web
analytics terms below.
The Drum’s quick guide to analytics
Do you know the difference between impressions and conversion rate? In a fast-moving lexicon loaded with
new entries all the time, it can be difficult to keep track of the latest terms. Referred to in this publication
are a number of terms you may not be familiar with, so The Drum has compiled a shortlist of key terms.
Bounce Rate: Used to determine the least
effective pages on a website and is the percentage
of visitors entering the page who left the site
without going to any other pages within the site.
Conversion Funnel: The series of pages that move
a visitor towards a pre-defined action.
Conversion Rate: Determines the effectiveness of
a web page in converting visitors to sales or leads.
Percentage of clicks that converted to actions.
CPA: Cost per action is a measure of how much it cost
in ad spend to acquire a new lead or sale. Also known as
cost per acquisition; cost per lead; cost per order.
CPC: Cost per click is one of the payment models
by which an advertiser pays for each click through
made on their ad.
CTR: Click through rate is calculated by dividing
the number of clicks an ad receives by the number
of impressions. For example, if a banner advert
was displayed 100 times and received 20 clicks, the
CTR would be 20%.
Customer Segment: A sub-group of customers
who share a particular attribute.
Dashboard: A single screen that provides multiple
metrics, reports or charts on the effectiveness of
a business.
Entry Page: First viewed page on the site.
Exit Page: Last viewed page on the site.
Hits: A generally misused and not particular
instructive metric defined as any request for a file,
including images on a page. A plain web page with
four images would generate five hits when visited.
Impressions: Number of times an ad is displayed.
KPI: Key performance indicator defined by user
that is important in determining the success of an
initiative.
Page Views: Used to convey relative popularity of
pages within a site. Number of pages successfully
loaded from your site for visitors. This excludes error
pages and views by search engine robots/spiders.
ROAS (Return on ad spend): A determination of
the effectiveness of ad spending.
Referral site: used to determine the source of
web traffic and is defined as the site URL or title
where visitors came from.
Scenario Analysis: A report showing activity at
each step of a pre-defined scenario.
Session: An instance of one visitor browsing a site.
Visits: Measures the number of people who
come to your site. Generally measured within a 30
minute time span from the first visit, so if a visitor
visits your site, goes away and comes back 35
minutes later and clicks around, his activity would
be considered two visits.
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industry overview27
Tectonic Earthquakes
in Web Analytics
Ron Person, director of analytics at
Sitecore, provides a timely insight into the
changes waiting to shake up web analytics
C
an you feel the tremble? We are about to
be hit by one of the biggest societal and
technological earthquakes in history. It’s on
scale with Guttenberg’s invention of the printing
press, an earthquake that ripped learning from the
hands of feudal lords and the church. It’s on scale
with the industrial revolution that created large
population centres and gave rise to the middle
class. The tectonic earthquake we’re facing is the
just the first part of the worldwide adoption of the
internet. If you thought change has been happening
quickly, hang on. It has just started.
If you’ve seen the sigmoid (S) curve showing the
adoption of new technology you know that change
starts gradually and then increases rapidly. The point
we seem to be at now is the inflection point where
upward acceleration begins. But, there’s a serious
barrier we must hurdle if marketing is going to adapt
to this rapid growth. Traditional web analytics has
to change.
Traditional web analytics has been around for
about 15 years. It’s based on a commodity model.
That means that no matter what your business
model or strategy, your web analytics are focused
on increasing your website’s volume of visitors.
Most web analytics use a variation on the number
of visitors, visits, time on page and number of
conversions.
This is a recipe for disaster. Traditional web
analytics cannot keep up with the changes demanded
by the internet’s rapid growth, by the expansion of
ecommerce and by our use of the web as a social
connector. As the web and ecommerce become
even more pervasive, more and more businesses
quickly adopt each other’s tactics. This causes a
downward spiral of cutting costs and standardising
services. When one marketer innovates, it takes
little time for another to duplicate and match their
advantage. No one stays unique for long. And no
one keeps their customers, because in a commodity
market customers switch easily.
“Traditional web analytics cannot keep up with the
changes demanded by the internet’s rapid growth, by
the expansion of ecommerce and by our use of the
web as a social connector. ”
This commoditisation of e-marketing and web
analytics is going on at the same time as major
changes in technology and the way people use
the web. In just the last two or three years we’ve
seen a huge expansion of ‘Big Data’, the capture
of data from web interaction, RFID tracking, retail
Point of Sale, aggregation of credit databases and
more. Data is becoming so huge it’s moving into the
Cloud. Yet, web analytics keeps tracking the same
old metrics.
We also see people using the internet for more
and more social interaction. Every few weeks we’re
faced with yet another social media platform. Yet,
web analytics keeps tracking the same old metrics.
Marketers are faced with greater pressure to
optimise and improve, yet they can’t measure their
cross-channel marketing impact or Marketing ROI.
Yet, web analytics keeps tracking the same old
metrics.
As ecommerce becomes more commoditised,
people have no problem shifting from one faceless
vendor to another. The lowest price wins. Yet, web
analytics keeps tracking the same old metrics.
So what can we do as business people? What will
happen? E-marketing and analytics have to change
in the near future. Any business or vendor that wants
to stay on top must harness these technological
and cultural shifts so they can adapt to larger data
sets, personalised engagement with visitors (rather
than commoditised) and a new set of engagement
analytics that works across channels.
Some of the changes that web analytics has to
adapt to in the near future are:
• Engagement metrics that work across channels
and enable marketers to easily compare performance
across channels
• Personalisation and marketing automation fed
by new metrics that make visitors feel they have
a personal relationship with online vendors and
organisations
• Big Data storing and analysing petabytes of data
and finding unique patterns that are hidden from
standard statistical methods
• Artificial intelligence that guides marketers in
making better decisions faster
With all of these changes that must come in web
analytics, in this supplement we’ve asked some of
the top industry analysts for their opinions on what is
critical in online analytics now and in the near future…
Ron Person is director of analytics for Sitecore. In
the most recent Gartner Group ratings Sitecore was
ranked as the leading visionary in Content Management
Systems. Ron recently played a major role in developing
Sitecore’s new Engagement Intelligence Analytics
system, a system that brings Business Intelligence to
cross-channel marketing.
Ron’s experience includes 25 years as an independent
consultant; the first half as one of Microsoft’s first
consultants and the second half improving business
performance as a Six Sigma Black Belt and certified
Balanced Scorecard consultant.
He has written 26 books including four international
best-sellers on performance improvement and business
computing. His latest book, “Balanced Scorecards and
Operational Dashboards with Microsoft Excel” has a
5-star rating on Amazon.
28analytics
Keeping up with t
Online privacy has long been a tricky issue, with
companies seeming to gather more and more
information about consumers all the time. But with
an amendment to the law on cookies coming into
force in the UK, are the days of cookie tracking
about to end? The Drum takes a look at what
the law means for the analytics industry, and why
businesses and online marketers will have to stay on
top of the game to avoid falling foul of the new rules.
DO NOT TRACK?
analytics29
h the cookie law
O
ne of the biggest challenges for web analytics this year is the EU’s Privacy and
Electronic Communications Directive,
or cookie law. The Information Commissioner’s Office recently warned that
businesses must wake up to new European legislation concerning the use of cookies, which comes into
effect in the UK as of May 2012. The ICO was put in
charge of regulating the new rules last year but gave
site owners a 12-month period of grace before they
were enforced because most sites were not ready for
the new law.
Privacy is one of the key challenges facing the analytics
industry in 2012. As well as the amended cookie law, the
European commission has put forward proposals that
would see a single set of rules on data protection apply
across the EU.
But what does the cookie law mean for web analytics?
Reaction to the amendment of the law varies from
confusion as to how to comply with it, to the belief that
it is, at present, unenforceable and therefore nothing to
worry about. However, what is clear is that the law will
certainly present changes for the way analytics systems
and online marketing teams work.
Conrad Bennett, VP of technical services, EMEA at
Webtrends, said businesses must think ahead in order to
ensure they are in compliance with the law.
“Short of a company removing all cookies from their
site, which is not really an option, brands need to take
action and plan how they are going to comply with the
legislation. Our advice is to, firstly, conduct a cookie audit
of your website(s). Remove any cookies that are no longer
required (remember to check with stakeholders to make
sure they really are redundant).
Secondly, update your Privacy Policy and include a
Cookie Policy (ideally with a link in a prominent position,
clearly visible on all pages). This new policy should detail
all cookies that you place on the user’s PC/mobile and
include who owns the cookie and what it does.
Finally, plan what approach you are going to take to
comply with the EU Directive in getting users to opt-in to
accepting cookies.”
He also cited the importance of clarifying the use of
cookies on a brand’s website as a positive thing for
consumers; “The key is to make the message clear
for customers that cookies are used for measurement
and to enhance their experience; try not to mention
words like ‘tracking’ which have a negative connotation. Cookies ultimately benefit the repeat site visitor,
remembering preferences, language choices, wishlists etc. If websites are clear about the benefits, there
should be little impact on the quality of the analytics,
and thus the customer experience.”
Bennett also observed the new law will mean that
fewer visitors will opt in, but that insights to improve performance will still be gleaned from those who do.
Duncan Parry, COO at STEAK, agrees that even if
the development of on-screen prompts increases in the
long term, data will still provide insight even after the
new legislation:
“If in the longer term the development of “Do Not Track”
buttons in browsers and on sites does significantly rise,
then analytics providers will have to innovate - or website owners find ways to reward consumers for accepting
cookies, perhaps with discounts or loyalty points. Data
will still have value.”
Meanwhile, questions are being raised about the different interpretations of the law across Europe. Foviance
lead consultant John D’Arcy stated:
“The particular issue for analytics is that there are different interpretations across Europe. The UK government
has always indicated that it will be less focused on analytics technologies while countries like Germany flag analytics as a major risk.”
D’Arcy went on to explain that if sites ask for opt-in
agreement from visitors, a change in thinking will be required from both analytics and marketing teams:
“If sites ask for active opt-in we can expect only 10%
analytics teams. Not to say that data won’t be valuable
but it will need to be reported on, analysed and utilised in
completely different ways.”
Perhaps summarising the feelings of many in the industry, D’Arcy also questioned the ability to design a
solution to a challenge that “even the law makers don’t
understand”, saying: “It may even be fun watching the
chaos unfold over the next year but I do have a hunch
that we are a way off the ICO taking an active interest in
fining people.”
Head of ad operations at MPG Media Contacts, Chris
Swarbrick highlighted a decrease in recorded traffic as
one of the most obvious – and serious – threats to analytics, citing an example of the ICO enforcing this on its
own site:
“Officially the Information Commissioner’s Office (ICO)
has confirmed that site analytics cookies require consent
just as any other “non-essential” cookies do. Famously
once the ICO enforced this on their own site, and made
it conditional on a user ticking a box before GA cookies
were set, they saw a 90% decrease in recorded traffic.
So at face value it would appear that the new
‘cookie laws’ may pose a major threat to current analytics systems.”
Swarbrick went on to explain that ICO guidelines
imply that not to fall foul of the new rules in practice,
site owners must simply explain analytics somewhere
on their website.
“However, right at the end of their guidelines the ICO
state: ‘Provided clear information is given about their activities we are highly unlikely to prioritise first party cookies
used only for analytical purposes in any consideration of
“Cookies ultimately benefit the repeat site visitor. If
websites are clear about the benefits,there should
be little impact on the quality of the analytics,and
thus the customer experience.” Conrad bennett, webtrends
of visitors will agree and therefore be tracked. So we’ll
only be able to understand the behaviours of 1 in 10
of our customers. If that’s the case then analytics tools
are going to need to be treated like survey or panel data
which only take small samples of customer data. That’s
going to be a major shift in thinking for marketing and
regulatory action.’
In practice then it appears that site owners can continue as they are - so long as they take that all important
step of explaining somewhere on the site what analytics
is. The topic therefore shouldn’t be ignored but doesn’t
need to be considered a threat.”
Key points set out in the ICO interpretation of the new law, issued in December 2011, cover the following:
• More detail on what is meant by consent. The advice says ‘consent must
involve some form of communication where an individual knowingly
indicates their acceptance.’
• The guidance explains that cookies used for online shopping baskets and
ones that help keep user data safe are likely to be exempt from complying
with the rules.
• However, cookies used for most other purposes, including analytical, first
and third party advertising, and ones that recognise when a user has
returned to a website, will need to comply with the new rules.
• Achieving compliance in relation to third party cookies is one of the most
challenging areas. The ICO is working with other European data protection
authorities and the industry to assist in addressing the complexities and
finding the right answers.
• The ICO will focus its regulatory efforts on the most intrusive cookies or
where there is a clear privacy impact on individuals.
analytics31
staying on track
From the myriad of analytics systems available, to the
constant challenges of multi-channel measurement
and developments in mobile tracking, it can be hard
to keep track of web analytics. We spoke to analytics
experts from across the industry to take measure of
their insight into this complex, often daunting arena.
.A survey conducted by Econsultancy and Lynchpin.
.recently found 87% of respondents use Google.
.Analytics, even though half of them also have an.
.enterprise solution such as Omniture or Webtrends..
.Why is this the case?
Conrad Bennett,
VP of technical services,
EMEA, Webtrends
Today Google is ubiquitous; it has become the default
analytics tool, mainly down to the fact that it’s free.
Businesses leverage the free aspect on ‘one-off’
projects, e.g. a micro-site or short-lived campaigns.
Add the fact that Google have made the interface
simple to use and you can understand why so many
respondents in the survey say they use it. However, the
very fact that it is free generally results in the tool being
poorly implemented, unlike its paid-for counterparts.
Enterprise paid-for tools are best used to measure
across domains, channels and devices, providing the
business with a complete picture of their digital assets.
This results in a lot more effort being placed at the
planning and implementation stages, as the results expectation is far greater when you’re paying for it.
That’s not to say that Google Analytics doesn’t have
any value or its place in the market. It has helped raise
awareness of analytics in general and educated the
wider business community of its value. We’re finding
that the days of having to explain basics like visits/visitors are quickly becoming a thing of the past.
One of the dangers of businesses using two or
more analytic tools (known in the industry as doubledipping) is that it mistakenly focuses users on result
comparisons. Inevitably businesses question data
accuracy, which can lead to analytics mistrust. No
two tools will ever agree, as each tool has a different methodology in how it calculates metrics. It is
not uncommon to find variances of 10-15%, or even
higher, when there are inconsistencies with implementation.
Instead of trying to reconcile data, businesses
should be analysing for trends and themes. This is
where you’ll spot those insights that can impact the
business bottom line.
John D’Arcy,
lead consultant,
Foviance
There generally tends to be a couple of reasons but
a major one is cost. Making all those server calls to
Adobe costs a lot of money so companies like to use
Google Analytics to cover some analysis requirements
and reduce the expense of their paid-for tools.
Barrier to entry is also negligible so why wouldn’t
you? GA is a lot easier to implement so it means that if
you need a quick turnaround on analysis of a marketing campaign then a lot of the time it is easier to take
action yourself and get GA code implemented rather
than waiting for some specific tailored Omniture code
to be written.
When used well GA is a brilliant tool, it is less complex than the paid-for tools and in most scenarios is
the match for paid-for tools. So it makes sense to
get the value out of it that you can and use that saved
budget for investing in an analyst to do a deep dive into
the data you find.
The link to Google Adwords is also a major benefit,
linking up the paid search in an integrated way which is
a lot more difficult to do in Webtrends and Omniture.
Finally, many organisations use GA as a belt and
braces check. They check if the data being fed into
Omniture or Webtrends is accurate, using GA to QA
some of the high level data.
Seth Richardson,
CEO, DC Storm
In many cases businesses fail to understand and utilise
the full capabilities of a chosen enterprise solution. This
is a symptom of many very different problems:
Often the decision to adopt a platform is taken at
a corporate level with little thought to suitability and
implementation.
Lack of engagement by the vendor post-adoption
can lead to inaccurate and ineffective deployment and
hence the short term value is unrealised and further
development less attractive.
Why Google Analytics? For all intents and purposes,
Google Analytics is a free tool which is often adopted with
a “Why not? It’s free!” attitude. The familiarity with other
Google products and hence interfaces allows far swifter
adoption and assimilation into existing reporting methods.
Google Analytics is accessible to the masses, but
full insight cannot be gained because of lack of flexibility in the configuration and reporting. It provides a
valuable but generic view on website analytics. The
functionality it provides is based on the data views that
are most commonly valuable to the enormous range of
website types that it is implementation. If those views
fit with ways that you want to view your business, then
happy days. However, if the attributes and features of
your business mean that you want to tailor, tune or
supplement the Google Analytics approach, the limitations quickly become apparent.
Lynn Wilson,
analytics insight manager, Equator
Part of this is likely down to ease of use. Having managed
client accounts using Google Analytics and those using
paid web analytics we know that certain data would be
far easier to derive from the former. The layout of the interface, easy cross-referencing of dimensions and general
ability to drill down into the data is simply more intuitive.
From a troubleshooting perspective, isolating any
issues (e.g. with tracking or attribution) is more straightforward with Google Analytics. Amongst the industry
as a whole there does seem to be a perception that
implementing Google Analytics is ‘easy’ (at least relative to the enterprise solutions) which likely explains the
use of both simultaneously – Google’s free solution can
serve as a backup for any potential setup errors with
paid packages.
More often than not, the version of the enterprise solutions available at the lowest price rung do not offer the
full picture by way of data. Paid analytics vendors naturally need to withhold additional reporting elements at this
level so that they have something to up-sell. Of course,
Google has now created this distinction with Google Analytics Premium, (and it is interesting to compare features
available across the two versions) however much of the
core functionality does not appear to differ.
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04/04/2012 16:37:42
analytics33
.Data integration is a major problem facing the web.
.analytics industry. Is it actually possible to track.
.mobile traffic?.
Carl Fernandes,
head of analytics and
conversion optimisation,
iProspect
Integrating web analytics data with CRM systems, third
party data and other technology solutions is definitely
a challenge faced by the web analytics industry, however there are solutions in place that allow the majority
of providers to provide a joined-up approach to data
analysis.
Tools such as Omniture SiteCatalyst have features in
place that allow advertisers to classify their web analytics data using data from external sources such as
product catalogues/databases. Omniture also has a
technology called “Genesis” that allows the platform to
integrate with many suppliers, including Doubleclick,
Mediamind, ExactTarget and Comscore.
Google Analytics Premium now allows advertisers to
integrate Doubleclick data into their reports, opening
up lots of possibilities in terms of attribution modelling
and providing more insight into the impact of display
advertising.
Mobile tracking is definitely possible within web analytics tools, with many suppliers providing reports outof-the-box for this tracking. The historical issue was
around tracking non-smartphones (that don’t support
Javascript) and tracking mobile applications. Many solutions have provided SDKs allowing GA tracking to be
utilised for mobile Apps, as well as a server side tracking solution that does not require Javascript to track
non-smartphones.
affective your mobile site is. Even average time on site
depends on what you are trying to sell on your site.
The market is different and ultimately there are different targets, and this should be reflected within Analytics. Apple has the rights on phone numbers on sites
automatically connecting and calling; this isn’t tracked
through Analytics but something bespoke can be built
in, this should not be the case and Analytics should
report this as standard. This is one solution to help with
detecting how your site is being viewed through mobile
devices.
Anna Foster,
head of data,
MPG Media
Contacts
Mike Quinn,
product marketing manager,
Adobe
The simple answer to this is yes. Adobe tracks 1.4 trillion transactions across the web, on mobile and via
social platforms per quarter on behalf of its customers,
which include the likes of Salesforce.com, John Lewis,
Vodafone, Carphone Warehouse and Aviva.
.How can the influence of different.
.channels be accurately measured.
.for attribution modelling?.
Most attribution tools provide marketers
with the ability to choose how to credit
exposures beyond last click. Whilst
any method that takes into account
early-funnel events and multi-channel
influence is an improvement, this
user-generated model isn’t accurate
because people behave differently
under different circumstances and,
ultimately, no one can know exactly
how people think.
Our method uses data to provide
the evidence. Our algorithm analyses
all variables in purchase paths that do
not result in a conversion and compares them to variables in purchase
paths that do result in a conversion.
Combined with other factors, for example keyword type, position or average volume, the algorithm attributes
“credit” to the most influential stages
for a given campaign. This means that
we are crediting events that feature
highly in converting paths and downweighting those that feature highly in
non-converting paths, allowing us to
reward the media that genuinely works
most efficiently.
Joanna Chmielewska,
conversion, I Spy Marketing
Smartphones are capable of executing Javascript – it
means that traffic from mobile devices can be analysed in the same way as desktop traffic. Major analytics
packages such as Google Analytics have a whole suite
of mobile traffic reports and allow in-depth analysis of
the mobile segment down to device, operating system
and network level as well as comparison versus nonmobile traffic.
.What is the main challenge in using web analytics?.
Conrad Bennett,
VP of technical services,
EMEA, Webtrends
It is possible to track mobile traffic through analytics,
but marketers need to collect data at the lowest level
possible to make it easy for developers to add analytics to the system. That means you need to build analytics into the mobile code.
Across mobile and other channels, marketers need
to make sure that they only collect the information they
need and don’t become data hoarders. Otherwise,
they run the risk of drowning in data, and not using any
of it to drive effective business decisions. Ultimately
they need to decide what the purpose of the site is,
which in turn will allow them to decide what they need
to measure.
M
Matt Bullas,
managing director,
Click Consult
It is possible, but the information provided by Google is
to some degree slightly limited. When using a mobile,
people are often looking for something on the move
– a phone number for a restaurant, etc. But bounce
rate doesn’t give the full picture on whether the page is
actually relevant. For example, the bounce rate might
be high on the page, but is this due to the fact that the
page is poor, or is it actually really good, as the information they wanted was so direct and relevant? You
cannot use conventional methods to determine how
Ron Person,
director of analytics,
Sitecore
One of the main challenges in web analytics is measuring cross-channel effectiveness and marketing
return on investment. With over 12 online marketing
channels and more being added, it takes at least 47
traditional web analytic metrics to accurately measure
performance across these different channels. With that
many metrics it’s impossible to build a mental model of
how to drive performance.
The method we advocate is to measure visitor engagement directly by measuring actions the visitor
takes. And the results have proven themselves statistically. There are specific actions in every human relationship, in every engagement between people. The
process of developing a relationship where there is
engagement goes through the steps of two-way communication, trust building and finally commitment. By
measuring these actions we get one metric, Engagement Value, which works across all marketing channels and marketing efforts.
An Engagement Value can be put on every transaction point between an online visitor and a company,
whether that point is registering for a newsletter, participating in a forum or responding to an embedded
link in a Twitter message. Once you have this single
metric you can measure the effectiveness and impact
across different channels, different messages and different marketing assets.
Guido Fambach,
VP professional services,
comScore
With the rising volumes of data available to a variety
of people within organisations, one of the main challenges is to translate the data into actionable reports
and insights. Another important factor for web analytics is to make sure that the right people across the
organisation have access to the insights and act based
on this newly gained knowledge.
Rogan Gilhespie,
head of analytics,
MPG Media Contacts
The main challenge is ensuring that your site analytics
package is set up correctly. Regardless of the package
you use, it is generally best practice to get a recognised
34analytics
Lynn Wilson,
.Data integration is a major problem facing the web analytics industry. Is it.
.actually possible to track mobile traffic?.
Google Analytics certainly enables you to track and analyse this sort of
data. Data from clients’ mobile sites and mobile data from non-mobile sites
can be detected, as can user engagement via any client apps.
Within the Adwords section Google Analytics makes it pretty easy to flick
from ‘all traffic’ to ‘non-mobile’ to ‘high-end mobile’ to ‘tablet’, enabling
you to quickly understand the importance (and conversion propensity) of
your campaigns across these devices. And of course if you want to dig a
little deeper into operating system Google makes this easy to do also.
Outwith AdWords traffic, the Advanced Segments are a good way to
hone in on how mobile users generally interact with your site, allowing you
to build a solid strategy tailored to this group. We don’t separate mobile
from non-mobile traffic until we’ve analysed them individually.
expert to perform this for you. Although many
companies would prefer to avoid costs associated
with this, they are simply storing up problems for
themselves later down the optimisation pathway. If
you’re not tracking the key metrics for your business,
site analytics – even the enterprise-grade packages
with enterprise grade prices, struggle to deliver basic
reporting, let alone providing the “analytics engine”
essential for conversion optimisation.
Seth Richardson,
CEO, DC Storm
The main challenge for web analytics is reporting
across the multiple channels that influence the users’
path to purchase or conversion. An example of this
is web research leading to an in-store purchase. Currently data is often held in several disparate systems,
meaning that linking and consolidating this data to
produce a complete reporting framework poses a significant challenge to analysts. Once achieved, this can
change their “view of the world” with regard to the relative performance of channels.
Another major challenge with analytics is knowing
the questions that you want answered and maintaining
the discipline to use the tool to answer those specific
questions. All too often users log in, start looking, find
lots of interesting information but fail to find anything
that drives any action.
campaign execution and media monetisation.
Personalisation is another key trend for 2012 – this
is driven by customers wanting an online experience
tailored to them and their needs. Analytics solutions
therefore need be able to leverage information from
customer interactions in order to deliver personal online
experiences.
As social media continues to dictate and drive change
in the way we connect with customers, marketers will
also look for solutions which simplify social media measurement and link it back to business objectives.
Duncan Parry,
COO, STEAK
Clients don’t want to worry about learning multiple
tools, implementing multiple tags, paying for them, deducing and figuring out how to integrate the resulting
data sets.
Analytics vendors know that clients want an allin-one solution across web analytics and campaign
tracking that covers impressions, clicks and social
metrics for all channels and platforms - with data about
multiple visits to allow attribution analysis.
So the vendors are in an arms race to chase new
revenues and protect their customer bases from each
other - and Google. It’s only a matter of time before ad
serving, PPC and display campaign tools, social campaign tools and tracking and SEO ranking reports are
in the same interface.
Mike Quinn,
Adobe
2012 will see a big rise in predictive marketing. Marketers
therefore need a solution that not only lets them easily
sort through ‘big data’ to find impactful insights, but one
which lets them leverage the vast amount of historical
data to predict future results. Through this insight, they
can then improve a variety of digital marketing strategies, including personalised engagement, multi-channel
.How difficult is it for companies in deciding what to.
.measure?.
John D’Arcy,
lead consultant,
Foviance
Many companies find it difficult to deliver measurement
reporting that can be used to take actions and improve
the customers’ experience. Companies should be
asking:
• What are the right things to measure?
• Does this data exist, and if not, how do you get it?
• How are you going to change your business based
on what the data is telling you?
Clearly it is the third of those issues which is the
most important and difficult to act on. But in addition to
that, many companies still find it difficult to get into the
minds of the customer and measure the customer experience. I very much believe that it is those measurements (e.g. key task success) rather than traditional
volume-driven measures (e.g. visits) that can be used
to support true optimisation of a website. It generally
isn’t that difficult to find the right data but the key is
analysis and presentation in an interesting way that will
engage stakeholders enough to help you take action
on the data.
.What do you expect the key trends in the web analytics .
.industry to be, going forward into 2012?.
service, will be key.
Visitor centric traffic as opposed to visit centric –
grouping a certain individual’s visits to a site across
any platforms they use and however many times they
visit the site – allows for much better behaviour analytics and will provide more actionable feedback for
improvements as well as determining future marketing
strategy.
James Holding,
PPC analyst, Epiphany Solutions
Integrating social into a web analytics package, due
to the way social and search has shifted recently, will
be a key step forward in the coming year. As social
becomes more important, companies are going to
have to justify an increased spend in this area, which
will require improved measurement of both direct and
indirect response generated by this channel, which is
likely to advance in 2012. Attributing a value to social
for both sale/lead generation and especially customer
Dan Peden,
head of SEO,
Epiphany Solutions
With companies that have several different internal
departments, each having their own objectives for
the website (i.e. retaining customers vs. acquiring
new ones vs. building brand awareness), the website
should be structured with those multiple objectives in
mind. It is about finding a balance between different
goals. If a website has multiple goals, then it becomes
necessary to assign a level of importance to each
goal so they can be accurately prioritised. If your
website generates sales and drives people into local
stores, you could attribute each store page a value.
This then gives you a single measurement scale for
your site.
When users visit your website, are they actually
doing what you want them to do? Studying their behaviour through analytics would provide the insight into
what needs to change in order to direct them towards
where you want site visitors to go.
Guido Fambach,
VP professional services,
comScore
It is difficult, but should be a key component of any
analytics planning, implementation or assessment
process. Measurement should be derived from a
company’s key performance indicators, and provide
analytics35
signals to help them make their most important
business decisions. While the fundamentals (unique
browsers, visits, page views, etc.) are core elements,
it’s the more custom metrics that are most helpful in
really driving growth.
Ron Person,
Sitecore
After consulting in business performance improvement
for the last 12 years, I would say many companies have
difficulty selecting metrics and targets because they
haven’t clearly identified their strategic and operational
objectives. And even after defining their objectives
they don’t know which metrics are the “Critical
Few.” The Critical Few are the first-order drivers of
performance and measures of success. I remember
two of the largest corporations in the USA that called
for help. Every month they were each reviewing over
100 metrics in a “death-by-PowerPoint” meeting. With
that many metrics, it’s impossible to understand what
is happening. No one knows what to focus on.
Most web analytics software forces marketing to
focus on visitors and conversions. Other metrics may
be more important depending upon a company’s
strategy, audience and competitive position. There’s
also a big problem with these two metrics. Not all visitors are worth the same. And not all conversions are
worth the same. Marketing must first identify the company objectives they want to impact, then identify the
marketing objectives that can drive the company objectives. At that point marketing can begin to identify
what metrics are important to them. Each combination
of strategy, competitive position and target audience
needs to have a different combination of channel mix
and message.
Even companies with a simple marketing strategy
need to measure effectiveness across multiple channels, campaigns and messages. Anyone trying to
measure their impact across multiple channels is going
to have a very difficult time unless they have a single
CASE STUDY
cross-channel measure like the Engagement Value.
Joanna Chmielewska,
conversion, I Spy Marketing
We recommend that our clients define their overall business objectives first, then identify the specific
goals for their website that will help them achieve these
business objectives. This helps focus web measurement on visit outcomes rather than top of the funnel
activity. Regular analysis of user feedback can give you
a good understanding of your customers and help you
make continuous improvements to your conversion
rate and revenue.
.Is web analytics a key element of a marketing.
.strategy?.
Duncan Parry,
COO, STEAK
If data is the blood of digital, then analytics is the microscope. Marketers need data at their fingertips to
know the health of their campaigns - and what can be
done to optimise them even further. That includes hard
metrics like CPAs measured with analytics, as well as
softer ones around engagement and brand recall measured with other tools and surveys.
Norman Noetzold,
CTO, QUISMA
Yes. Without analysing the traffic on your website and
what impact the different communication and advertising channels have, how can one decide how to spend
the budget in the most efficient way? It would be like
marketing in the times of Henry Ford: you know that
50% of the budget is wasted, but you don’t know
which half …
Conrad Bennett, VP
of technical services,
EMEA, Webtrends
.What is the main challenge in using.
.web analytics?.
One of the biggest challenges in
using web analytics is not the analytic
tools, but the lack of expertise within
businesses to leverage the data. No
matter how much money and resource you spend buying and implementing an analytics system, it’s only
as good as the people using it.
Businesses get too easily
wrapped up in their internal histories,
figuring out what worked or what
didn’t long after the fact. However,
nothing in digital stays static for very
long because we deal with people,
be they buyers, customers, readers, etc. We don’t analyse websites,
we analyse people’s behaviour with
our content. Analysts focus on the
future by helping businesses fail
faster, allowing them to understand
and react to what people want now.
Get that right and you will improve
the bottom line.
Carphone Warehouse used Adobe Digital Marketing Suite to maximise effectiveness of its new mobile commerce channel
When Carphone Warehouse decided to launch a
new mobile-optimised site, it turned to Adobe Digital Marketing Suite to help it measure and maximise the ROI of its mobile campaigns. “We knew
the usage patterns would be different, but we didn’t
know how,” says Gareth Jones, head of online
marketing at Best Buy, which includes Carphone
Warehouse UK. “We wanted to use Adobe Digital
Marketing Suite to help us gain the insight to deliver relevant, effective experiences to mobile site
visitors.”
With recent studies showing that 23% of internet visitors are accessing websites through mobile
channels, and that 22% of all retail purchases were
browsed on a smartphone prior to purchase, the
company made an even higher priority of focusing
on mobile marketing strategies.
CPW launched its mobile-optimised site with
Adobe Digital Marketing Suite to provide analytics
on visits, views, referral sources, segmentation by
device type, and other dimensions. Measuring specific levels of conversion to enable calibration with
the website metrics was challenging because the
first version of the mobile-optimised site would not
be transactional. Customers could use embedded
“click-to-call” functionality to phone a call centre to
place an order.
To help gain greater insight into conversions by
mobile customers, the company leveraged Adobe
Digital Marketing Suite to measure “click-to-call”
activities from mobile phones and correlate them
with completed calls to the sales call centre. In
addition, the Adobe solution’s data warehousing
capabilities helped provide CPW marketers deeper
analysis to reveal order type, payment type, and
other details related to purchases.
Through Adobe Digital Marketing Suite, CPW
learned that online visitors behave differently when
they are using a mobile device. Because keying in information is harder, users make more spelling errors
and enter fewer search terms. CPW realised it could
not simply replicate its search activity from the desktop to mobile, and instead had to customise mobile
search activities to manage these differences.
CPW used Adobe
to gain deeper
insights into
mobile campaign
performance and
post-click visitor
behaviour on its
website
As a result of this strategy, Carphone Warehouse:
• Generated new revenue from mobile online sales
• Gained deeper insights into mobile users’ behaviours
on the Carphone Warehouse website
• Enhanced mobile website functionality to
meet customer needs
• Tested campaigns and reliably measured
results for mobile-optimised site
• Improved mobile strategies and customer engagement
36analytics
For many clients it is now not enough to just use
web analytics to report on and analyse visitor behaviour. Developing actionable insight from the data is
becoming increasingly important. One method of putting research into action is through the use of conversion rate optimisation tools such as Google Website
Optimizer. We have found that in the last year, many
clients have combined web analytics and conversion
rate optimisation projects, including this work as a
separate line in their media plans.
Guido Fambach,
VP professional
services,
comScore
.Is web analytics a key element of a.
.marketing strategy?.
Web analytics should certainly be
a key element of the marketing
strategy. comScore’s Digital Analytix
allows users to understand questions
such as “Is my website tailored to the
audience interests?”, “How are my
marketing campaigns performing?”,
“To which channels should I attribute
my conversions?” and “Could our
conversion funnel be improved?”.
By accurately measuring your
marketing campaigns and the
impact that they have on driving
your key performance metrics, it is
possible to allocate your spending
against channels that are really
driving results.
Carl Fernandes,
conversion optimisation,
iProspect
If we look back only five years, web analytics was
not a high priority for traditional businesses. Since
the economy began to struggle around 2008-2009,
much more emphasis was placed on accountability,
with web analytics providing an excellent resource
to find out the impact of advertising campaigns on
websites and understanding more about how visitors
behave online.
Clients have now awoken to the fact there are many
metrics that can provide greater insight into performance that traditionally was not available to them.
For example, a traditional FMCG brand that does
not have e-commerce functionality on its website
may wonder if it’s worth putting budget towards a
digital campaign (how do you measure the impact?).
By using web analytics and analysing metrics such
as bounce rate, dwell time, pages viewed, visitor loyalty and content conception, it is possible to create a
metrics framework for success.
Adserving technology that provides metrics such
as advertising impressions, clicks and sales only
provide one side of the story. Without analysing web
analytics data there would be no way of identifying
what impact the website had on performance (as opposed to the advertising) and no way of segmenting
users based on parameters such as source, location,
time of day, etc.
business sense to not assume a marketing campaign
will always work. How do you know a billboard will attract business? The billboard may be seen, but what
is the average time spent looking at it? What is its
conversation rate? This information can be difficult to
record, but web analytics for online marketing can,
therefore it makes it a less risky marketing strategy.
.How can the influence of different channels be.
.accurately measured for attribution modelling?.
Lynn Wilson,
Undoubtedly. Tracking and analysis of the individual
marketing channels and their effectiveness is paramount, but you also need to know and understand
how the users from these channels are behaving on
and interacting with your site.
Are they navigating the path you want them to? Are
they showing interest in pages of your site out with
your strategy? Which pages are most influential to your
users’ purchase decisions? These are example questions that yield important information that you can feed
into your marketing strategy, ensuring you ‘speak’ to
your target customers in the most effective way, deliver
them the most relevant content and ultimately make it
as easy as possible for them to do what they came to
on your site.
Matt Bullas,
managing director,
Click Consult
Ultimately, it reports feedback to us that we would
have to second guess without the use of web analytics. Combing multi-channel methods successfully is
becoming an essential part of any marketing strategy.
We have found the use of PPC and SEO together
correctly does increase conversion rate. A large
part of the use of search engines is the trust their
results provide, having two hotspots on any specific
keyword has shown positive consumer purchasing.
This is down to your site showing trustworthiness, a
small part of a brand-building exercise being reflected
within a trustworthy search engine. Without web analytics we would not be able to prove the effectiveness
of multi-channel methods, therefore they would have
to work independently.
As more businesses grow their online marketing
spend we must be able to report on different methods, to decide and advise where to invest additional
budget; web analytics allows this to happen. The integration of PPC impressions data into an SEO strategy is becoming an integral part of an online strategy.
But it provides great market research, showing customers’ routes to market and what search terms they
use can reflect in offline advertising. For example, for
a law firm, do people use the term solicitor or lawyer?
How does a company brand themselves accordingly,
web analytics data for conversions on certain keywords can help with this difficult question.
The level of detail web analytics goes into is more
than most marketing reports, meaning in tough financial times businesses would prefer online marketing
to offline, simply because often online can be controlled and reported in a more useful manner. It makes
Mike Quinn,
Adobe
Marketers determine the percentage of their budgets
to invest in marketing channels by estimating the ROI
from each channel. These estimates depend heavily on
the attribution models marketers use to measure past
performance. Whilst digital marketers have been quick
to embrace social and display marketing they are in
danger of not embracing new and more efficient ways
to measure these complex channels. The first step to
getting the right model is to get a common measurement platform and methodology in place.
All in all, first and last click attribution have flaws, so
marketers should consider employing even-weighted
and custom attribution models as other possible alternatives. Remember, better measurement of digital
marketing will ultimately lead to better ROI.
Ron Person,
Sitecore
Marketing must find a way to accurately measure crosschannel results. From almost three years of data in our
own business as well as results from our customers
we’ve found we can get an accurate measure of effectiveness and impact by measuring Engagement Value.
For attribution modelling we track an online visitor’s
first keyword, first campaign and first channel of contact. (By integrating the CRM it is possible to also include offline first attribution.) Using our proprietary analytics database we then store all actions and values for
that individual or their business unit. By backtracking
we can see exactly which points of first attribution were
used by visitors that accumulate a high Engagement
Value. Statistical analysis has shown that visitors with
a high Engagement Value are the visitors most likely to
purchase on a B2B or B2C website or are most likely to
develop long-term relationship with a non-profit or informational organisation.
James Holding,
PPC analyst, Epiphany Solutions
Google Analytics and similar analytics packages have
encouraged different channels to become more transparent in terms of their influence being made more
measurable. Google Analytics has recently added attribution modelling abilities, allowing many businesses
to consider these results in their marketing strategy.
The attribution modelling is more effective for online
marketing activity, although as people become more
inventive, this will slowly be improved to gauge the
effect of offline activity.
KNOWLEDGE BANK37
SITECORE
Tel:
+44 20 3327 0630
Web:
www.sitecore.net
Ron Person,
Director of Analytics,
Sitecore
Proving Marketing ROI
with Engagement Value
WHY CALCULATE MROI?
Chief Marketing Officers want to run an efficient and
effective organisation. To do this they must be able
to measure marketing’s return on investment - MROI.
Calculating MROI isn’t easy, but it’s worth it.
Now we can:
• Measure and compare on-line and off-line
cross-channel effectiveness
• Identify marketing best practices by comparing
same channel results across regions
To make this breakthrough we’ve integrated three
systems:
• Engagement Analytics from our website showed
which channel engaged specific visitors
(accounts)
• Marketing expenses by region were recorded in
Microsoft Excel
• Revenue for specific visitor accounts was
recorded in our CRM
One area you may not be familiar with is Engagement
Analytics. Engagement Analytics go beyond
traditional web analytics. Engagement Analytics
identifies which channels, campaigns, and assets,
both online and offline, are most engaging to
visitors.
WHAT IS ENGAGEMENT ANALYTICS?
Not all conversions or goals are worth the same!
Conversions or goals are at specific “transaction
points” in every website, whether it is B2B, B2C,
Informational, For Profit or Non-Profit. Those
transaction points should be valued according to:
• Communication (2 way)
• Trust
• Commitment
Examples of value points are:
• 100 points - Request for demo from sales person
• 50 points - Request for prices
• 25 points - Full completion of registration for
information
As a visitor accomplishes one of these goals they
accumulate Engagement Value. High value visitors
have been mathematically shown to have a very
high correlation with visitors who purchase.
When that visitor passes through a channel,
campaign or page or they download an asset, the
value of the visitor is imprinted on what they pass
through or download. Over time you can see what
parts of your marketing are most valuable because
“ENGAGEMENT ANALYTICS GOES BEYOND TRADITIONAL
WEB ANALYTICS. ENGAGEMENT ANALYTICS IDENTIFIES
WHICH CHANNELS, CAMPAIGNS, AND ASSETS, BOTH
ONLINE AND OFFLINE, ARE MOST ENGAGING TO VISITORS”
they have accumulated the most engagement
points. For example, a campaign that attracts
visitors who accumulate a large value will also have
a high value.
You can even calculate marketing efficiency. A
campaign’s marketing efficiency, for example, can
be calculated by the total of the value it accumulates
divided by the total number of visitors who pass
through that campaign. A high Value/Visit ratio
means the visitors that campaign attracts are the
type that accumulate more value and therefore more
likely to buy.
CONVERTING ENGAGEMENT
VALUE TO MARKETING ROI
Engagement Analytics allowed us to see the
channel and campaign of first attribution for
specific accounts. Of course, in addition to using
EA for MROI, it is used primarily for fine tuning our
marketing for specific visitor profiles and persona.
From the CRM we pulled those accounts that
closed and had a revenue recorded. Using Microsoft
CRM it was very straightforward to create Microsoft
Excel worksheets that dynamically download the
account names, their date of close, and the amount
of sale.
Our international offices send their monthly
marketing expenses by channel to our corporate
analyst. Again, using Microsoft Excel it is a pretty
straightforward process to calculate Revenue and
Engagement Value by Channel by Region from
the following data,
• Account name
• Region
• Date
• Revenue
• Engagement Value
• Channel and campaign of first attribution
Using the marketing expenses by channel that
each region reports we can calculate the Expense
by Channel by Region.
Since our sales cycle is less than a year we
ignored discounted cash flow and quickly calculated
Marketing ROI.
Since revenues and expenses by channel for each
month are inconsistent in a rapidly growing B2B
business we could have had erratic MROI results
for analysis. What was more important than exact
numbers was the relative effectiveness between
channels and the trends in MROI. To smooth the
data so we could see relative changes and trends
we used a rolling six month average of the MROI for
each channel by region.
We can see and compare each channel’s MROI
within a region to see which channel is most effective
and whether the channel trend is changing. It also
enables us to compare total MROI or channel MROI
between. Those international regions that have a
larger MROI or great trend for a channel can then
share their best practices with marketers from other
regions.
It took the work of a cross-functional team to
get this working, but it was definitely worth it. With
the use of Engagement Analytics we now know
exactly which channels and campaigns produce the
best value for us and our visitors. And with MROI
it’s enables us to show exactly how marketing
contributes to the bottom line.
Ron Person is the Director of Analytics for
Sitecore. Sitecore was rated by the Gartner
Group as having the highest thought leadership
in web content management. Ron is the author
of “Balanced Scorecards and Operational
Dashboards with Microsoft Excel” an Amazon
5-star rated book.
38KNOWLEDGE BANK
EPIPHANY
Tel:
0800 019 9727
Email: www.epiphanysearch.co.uk
Twitter: @epiphanysearch
Dan Peden,
Head of SEO,
Epiphany
Making business sense
S
uccessful marketing is driven by data and
having absolute clarity on what success looks
like for your business. As Jim Collins suggests
in his best seller, ‘Good to Great’, business leaders
need to have a simple and extremely clear concept
of what their business is. This involves knowing
what they can make money from, be passionate
about and be the best at. Those lessons are key to
online success and analytics can be the source of
much of that knowledge.
It is important for companies to be clear about
why they want to be online, what they want to
achieve by being there and how they are going
to go about maximising their visibility and brand
reach. Once those basic questions have been
answered, marketers can set about creating a
set of performance indicators that will help them
see whether or not their business goals are being
achieved.
For example, some websites may be primarily
focussed on sales generation, in which case the
number of orders would be a KPI metric. Others may
be more directed towards building brand awareness
and loyalty, or for research and informational
purposes - in these cases, measuring interactions
or requests would be more important than a KPI or
conversion metric.
Getting internal consensus on what a site is for
might sound like an easy hurdle to overcome, but
often a company’s internal departments can have
differing views on the website’s main purpose. The
sales team might prioritise lead generation, whilst the
marketing team might prioritise brand awareness.
However, these goals aren’t necessarily mutually
exclusive - good site design is often about balancing
the respective priorities of business objectives. If a
website has multiple goals, then it might be useful to
assign a level of importance to each one so they can
be accurately prioritised. If your website generates
sales as well as driving people into local stores,
then perhaps consider attributing each store page a
priority order or value (for example if the Leeds store
is more profitable than the Manchester store, you
“DEVELOPING AN IN-DEPTH UNDERSTANDING OF THE
TARGET MARKET–SPECIFICALLY THE WAY THEY USE THE
WEB AND OTHER CHANNELS–SHOULD STRONGLY
INFLUENCE DECISIONS ABOUT YOUR SITE.”
might want to give the Leeds store higher priority on
the site). This then gives you a single measurement
scale for your site by which to make decisions and
analyse visitor behaviour.
There’s no doubt that analytics provide a crucial
set of tool in any digital marketers’ armoury. They
help you to determine if, when users visit your
website, they are actually doing what you want them
to do. Studying their behaviour through analytics
provides insight into what you need to change, in
order to direct users towards where you want them
to go. Developing an in-depth understanding of the
target market – and specifically the way they use the
web and other channels for the purpose relevant to
the company – should strongly influence decisions
about your site. Analytics data gives this kind of
information as statistical feedback on how users
interacted with your site. It can show where your
site performs well and where there are areas that
need changing for optimum site performance.
Gaining information about your customers is
vital for your company’s success. The increasing
use of different devices to access the web, the rise
of social media and influence of traditional offline
marketing methods all need to be factored into
your site analytics. This can be difficult, but analysts
should keep one central maxim in mind to simplify
the process - focus on visitor’s behaviour rather than
concentrating on visit centric traffic. Grouping an
individual user’s visits to a site across any platforms
they use and however many times they visit the site
allows for much better behaviour analytics and will
provide more actionable feedback for improvements
and future marketing strategies.
Data integration is an issue that the web analytics
industry is starting to come to terms with. According
to Cisco’s VNI global IP traffic forecast the non-PC
share of internet traffic will grow to 15% by 2015.
It is going to become increasingly important for
analysts to integrate visitor data to understand how
visitors are arriving on their site and from which
devices.
The social web provides companies with another
set of factors that should be integrated into a web
analytics package. This is going to be a big theme
in 2012, due to the way social and search is shifting
with social signals having an even bigger influence
on ranking. As social becomes more important,
companies are going to have to justify an increased
spend in this area, which will require an improved
measurement of both direct and indirect response
generated by this channel, which something that
is likely to advance in 2012. Attributing a value to
social for both sales, lead generation and especially
customer service, will be key.
With these new analytics features coming into
play, digital marketers will have access to even
more data on how their customers use their digital
spaces.
Mark J. Penn and E. Kinney Zalesne explain in
their best seller Microtrends, “People have never
been so sophisticated, more individualistic, or more
knowledgeable about the choices they make in their
daily lives. Yet... it takes intensive, scientific study to
find logical patterns that underlie those choices.”
Put simply, marketers who fail to adapt to that this
shift in the use of data and analytics are going to
get left behind.
KNOWLEDGE BANK39
4Ps MARKETING
Tel:
0207 607 5650
Email: marketing@4PsMarketing.com
Web:
www.4PsMarketing.com
Twitter: @4PsMarketing
Matt Stannard ,
Chief Technology Officer,
4Ps Marketing
Google analytics: are
you on the right track?
A
s a digital agency 4Ps Marketing regularly
uses data from analytics to give insight and
assist business decisions. Statistics show
that around 50% of worldwide websites use Google
Analytics with the percentage estimated to be
around 66% of UK businesses using the Google
Analytics tool to provide visitor information.
For a marketer understanding customer behaviour
is an extremely important part of what we do.
Analytics data can improve this understanding and
help grow a business.
Google Analytics provides a hub of data on website
‘traffic’, showing what pages are being visited, which
countries visitors are coming from, which information
is attracting the highest percentage of converting
customers, and so on, but what is important to
remember that this ‘traffic’ is your customers.
This data needs to be used to expand your
business; to please your existing customers and to
convert potential new ones. Google Analytics allows
website owners to see what content users view but
our experience shows that fewer sites look at how
users engage with this content.
Tracking user behaviour gives a good insight
into whether the content is relevant to the target
audience, whether there are specifics which drive
sales or grows social communities.
Depending on your business strategy and
objectives of your website, it is imperative that the
key engagement elements of your website are being
tracked.
TRACKING
Tracking which areas of your website your customers
respond well to, is important to developing your
relationship with them. Remember, it is similar to
forming a relationship with someone on a face to
face basis. You wouldn’t invite someone to your
shop if they were interested in buying scarves, and
then try to sell them flowers, as the communication
would probably irritate them and they would leave.
Our experience shows many websites include
social buttons but do not make use of Google
Analytics Social Tracking features, nor Event
Tracking. Tracking can be as simple as tagging links
to a PDF and Media Content to see whether certain
brochures are more popular than others. Social
Interaction is important and tracking traffic from
“AS WE MOVE INTO A WORLD WHERE THE BORDERS
BETWEEN ONLINE AND OFFLINE BLUR, MEASURING
ANALYTICS DATA IS GOING TO BECOME INCREASINGLY
IMPORTANT PART OF A MARKETERS ROLE.”
Social Channels can give an indicator as to which
ones have an impact on your revenue.
MEASUREMENT
When implementing tracking on a site it is
important to think about how and what you will be
measuring. Tracking everything with no structure
could provide you with confusing results.
We’ve listed some measurable factors below
with a brief description of how this may be useful:
Author, length and date content is published
If a website is a news site or blog then as well as
tracking what stories a user views, you can track
additional attributes such as Short, Medium or
Long for the length of the article and/or how old
the article is relative to today’s date. This will give
you an insight into whether your visitors read and
engage with your newest content, the longevity of
content and whether visitors prefer shorter stories
to longer ones.
Number of visitors signed
in to social platforms
Most businesses now have some online social
presence through Facebook, Twitter, LinkedIn and
it is possible for some networks to track how many
visitors to your site are also signed in to one of
these networks. If the majority of your audience
were signed in to Twitter it may suggest Twitter is
a good platform to reach these visitors.
Number of tweets, shares, likes +1s
or pins content receives
Where content is being shared socially it is
important to know where this content is being
shared. Ideally, it is this content you want to be
publishing regularly on your site.
Time a user watches a video
If your site includes music or videos you can track
when a user clicks the play, pause or stop button.
You can track how many people watch the entire
video, or how many leave after 30 seconds. This
can help you to refine the media and improve the
quality of your offering. It is also possible to track
YouTube videos through the YouTube Application
Programmers Interface (API) which can give you
further insight.
Whether users dial your
company’s phone number
Most websites have a phone number displayed on
the page and calls to this number can be tracked.
You can see whether specific pieces of content
drive calls and again combine this with other
measurable data, for example you may find that
people call when a product description doesn’t
contain a picture.
Whatever you decide to track and measure you
should always think about what and how the
information collected will be used.
SUMMARY
As we move into a world where the borders between
online and offline blur, measuring analytics data is
going to become increasingly important part of a
marketers role.
Tracking is key to ensuring that your marketing
strategy is performing and understand how your
users engage with your content and the overall
effect their interactions have on your revenue.
Tracking can be kept simple, or made complex
but a plan of what is being measured is important
to allow you to act and make decisions on the
information collected. Are you on the right track?
®
www.thedrum.co.uk
REWARDING
DIGITAL EXCELLENCE
ACROSS THE UK
The Dadis bring together individuals and companies
at the forefront of the digital industry and provide a
platform for entrants to prove how good they are.
Entries will be judged by a panel of digital creatives, strategists and clients
all who have extensive experience in the digital industry including:
• Chairman of the panel – Phil Jones
• Justin Cooke, Founder of Fortune Cookie
• Richard Ayers, Digital Playmaker at Manchester City FC
• Steve Vranakis, Creative Director, EMEA at Creative Lab, Google
Win a Dadi and the world will know that you know how to make digital work.
Enter at dadiawards.com
Entry deadline: 1 June 2012
Follow us on twitter @dadiawards
Sponsored by:
Organised by:
If you would like information about becoming a sponsor, please contact lynn.lester@carnyx.com
42knowledge bank
Richard Stevenson,
Head of Corporate Communications,
1&1 Internet Ltd
1&1 Internet Ltd
Web: www.1and1.co.uk
Are you neglecting
mobile Internet users?
B
ritish businesses are working hard to create
visibility for themselves on the Internet and
adapt to the needs of the online consumer.
Whilst marketers will always be most concerned
with their standards of work, no marketing,
communication or advertising agency these days
can afford to neglect their business development.
There is clear evidence that more people are
browsing the web on the go with devices such
as the iPhone, BlackBerry or Android phone.
For example, IDC, a global provider of market
intelligence, saw that in the past year, Smartphones
surpassed global PC shipments for the first time in
history (100.9 vs. 92.1 million units).
Research shows that a worrying number of UK
firms – including marketing and communication
agencies – may be at risk of losing the audience
they worked hard to acquire as consumers now
switch to browsing the Internet from a mobile
device. Despite 64 per cent of small business
owners having used a mobile device to surf the
web in their private lives, more than half (53 per
cent) have not yet checked the appearance or
functionality of their own business website using
this method.
The smaller screen and touch functionality of
mobile devices can often make it necessary to
adapt the design of websites. Furthermore, a
significantly higher number of operating systems
and browsers have to be supported as compared
to local hardware like PCs.
From businesses that have examined their
web presence from a mobile, 41 per cent admit
their website has a reduced appearance from a
mobile device, and 36 per cent know of reduced
functionality. Worryingly, only 7 per cent of firms
were confident they have optimised their websites
for mobile usage, whilst 65 per cent have no plans
to do so.
It appears that many UK business owners today
place a low importance upon whether their website
can be used comfortably from a mobile device.
Only the minority of owners (18 per cent) believe
that a mobile-friendly website would positively
impact sales revenue, 23 per cent recognise a link
to brand enhancement, and 31 per cent feel it could
provide access to a broader range of customers.
Some 43 per cent of owners agree that an
optimised website could make a difference to the
overall visibility of a business. The figures suggest
that complacency on the issue has the potential
to place firms at risk of losing website visitors and
failing to engage with consumers.
Thus, it is perhaps unsurprising that mobilefriendly website features are still not common
With smartphone browsing on the up, marketing, communication and advertising agencies
must ensure their websites appear and function correctly on mobile devices
place. Remarkably, only 1 in 4 firms have a location
map on their website, or have location listings on
popular search engines such as Google.
Interestingly, the level of optimisation for mobile
devices varies on an international scale. Spanish
business owners are most likely to have checked
their website for mobile usage (58 per cent), whilst
German firms are the least likely (31 per cent).
French companies have made the most efforts
to optimise the design of their websites (13 per
cent).
The data shows that many UK websites have not
yet reached the Smartphone age. Communication
agencies must ensure that when their website is
viewed on a mobile, it loads promptly, functions
correctly and comprises an attractive and fitting
representation of them.
Tools for the mobile web
Today there are website packages aimed specifically
at helping small businesses such as advertising and
marketing services agencies launch a compelling
and effective website in minutes. In particular, there
are packages from around £10/month that provide
a choice of industry-specific templates and content,
such as those for marketers that deliver a website
automatically optimised for display on popular
smartphones.
Every agency must ensure they are online
whenever and wherever their customers need
them. By accommodating the mobility of their
online audience, customer loyalty and spend can
be enhanced. On-the-go web access is a trend
that can be used to a marketing services agency’s
advantage.
FIND THE RIGHT
SUPPLIER FOR
YOUR BUSINESS
3D ANIMATION/VIDEO
Hurricane Media UK Ltd
Tel: 01179 240773
Contact: Mark Smout
mark@hurricanemedia.co.uk
hurricanemedia.co.uk
ACCOUNTANCY SERVICES
Freelance World
Tel: 01224 585599
Contact: Alasdair McGill
enquiries@freelanceworld.net
freelanceworld.net
ADVERTISING
Creative Marketing Services
Tel: 0113 287 7973
Contact: Andrew Batty
andrew.batty@cmsadvertising.co.uk
creativemarketingservices.co.uk
Dino Maddalena
Tel: 07980 358 403
Contact Dino Maddalena
dino.maddalena@blueyonder.co.uk
Holden and Sons
Tel: 0161 834 8800
Contact: Ted Holden
hello@holdenandsons.co.uk
www.holdenandsons.co.uk
AGENCY MANAGEMENT
SOFTWARE
Here you will find a selection of our online directory advertisers.
To view their company profile, work and case studies go to:
THEDRUM.CO.UK/DIRECTORY
To find out more contact Victoria Swan on 0141 559 6070 or victoria.swan@carnyx.com
BRANDING & COMMUNICATIONS
Duttons Design Ltd
Tel: 01275 850905
Contact: Mike Spurr
mikes@duttonsdesign.com
duttonsdesign.com
COPY WRITING
Chris Miller
Tel: 0781 482 8466
Contact: Chris Miller
cc@ccmiller.cc
ccmiller.cc
Copy Lab
Tel: 07764 984 374
Contact: Ross Hunter
ross.hunter@copylab.co.uk
copylab.co.uk
Liz Holt Freelance Copywriter
Tel: 07919 365 335
Contact: Liz Holt
hello@lizholt.co.uk
lizholt.co.uk
Simon Platt
Tel: 07771 911256
Contact: Simon Platt
me@simonplatt.co.uk
simonplatt.co.uk
Writer&Co
Tel: 01902 688828
Contact: Terry Hall
terry@writerandco.com
www.writerandco.com
DESIGN
Synergist
Tel: 0870 444 9656
Contact: Nick Lane
nlane@synergist.co.uk
synergist.co.uk
Description: Regain control
and visibility with the complete
agency system. Quick scheduling
and easy client portal. Over
10,000 users in marketing, design
& digital agencies
AGENCY SUPPORT SERVICES
Kaizen IT
Tel: 0845 141 1400
Contact: Steve Timmiss
sales@kaizenit.co.uk
www.kaizenit.co.uk
Streamtime Software
Tel: 084 333 07 662
Contact: Aaron Green
aaron@streamtime.net
streamtime.net/uk/streamtime/
ARTWORK
Coastal Artwork and Design
Tel: 0775 321 1941
Contact: Steve Johnstone
coastalsj@btinternet.com
Serious Artworker
Tel: 07726 33 79 83
Contact: Matt Armstrong
matt@seriousartworker.co.uk
seriousartworker.co.uk
Breeze Creative Design
Consultants
Tel: 01360 449347
Contact: Craig Mackinlay
info@breeze-creative.com
breeze-creative.com
Diagram Design & Marketing Ltd
Tel: 01925 600533
Contact: Andy Hutchinson
andy@diagramdesign.co.uk
diagramdesign.co.uk
Engine Creative
Tel: 0845 454 1000
Contact: Andrew Wise
andy@enginecreative.co.uk
enginecreative.co.uk
Gary Swift Studios
Tel: 01977 646431
Contact: Gary Swift
gary@garyswift.com
www.garyswift.com
Heedi Design
Tel: 0131 555 5401
Contact: Veronica Ferguson
hello@heedi.co.uk
heedi.co.uk
Mortonward Limited
Tel: 0131 555 3553
Contact: Ewan Morton
ewan@mortonward.co.uk
mortonward.co.uk
Resolve Creative
Tel: 0131 555 7585
Contact: Katie Firth
katie@resolve-creative.co.uk
www.resolve-creative.co.uk
Shoot the Moon
Tel: 0161 205 3311
Contact: Phil Marshall
phil@shoot-the-moon.co.uk
www.shoot-the-moon.co.uk
Description: A collective of
outstanding creatives, illustrators
and photographers with a large
chunk of food, marketing and
technical experience.
DESIGN AND BRANDING AND
COMMUNICATION
Happy giraffe
Tel: 01562 886 752
Contact: Kerry Baynon pearce
kerry@happy-giraffe.com
www.happy-giraffe.com
DESIGN AND DIGITAL
STAR Digital
Tel: 01604 696385
Contact: Dom Hunt
Dom@star-digital.co.uk
www.star-digital.co.uk
Description: Digital marketing
agency based in Northampton
delivering outstanding solutions
across all sectors.
Whitespace
Tel: 0131 625 5500
Contact: Iain Valentine
iain@whitespacers.com
whitespacers.com
We are pure
Tel:01159 476444
Contact: David Rogers
david@wearepure.net
www.wearepure.net
DIGITAL
Big Communications
Tel: 0116 299 1144
Contact: Olivia Brown
olivia.brown@
bigcommunications.co.uk
www.bigcommunications.co.uk
Coolpink Ltd
Tel: 0113 201 8290
Contact: Mark Bower
mark@coolpink.net
coolpink.net
Dog Digital
Tel: 0141 572 0730
Contact: Suzanne Morrow
suzanne@dogdigital.co.uk
dogdigital.co.uk
Epiphany Solutions
Tel: 0800 019 9727
Contact: Amy Noel
amy.noel@epiphanysolutions.co.uk
epiphanysolutions.co.uk
The Giggle Group
Tel: 01452 731080
Contact: Peter Rodgers
peter@thegigglegroup.co.uk
thegigglegroup.co.uk
Magma Digital
Tel: 0845 241 6460
Contact: Jeremy Coates
info@magmadigital.co.uk
www.magmadigital.co.uk
Mind orchard
Tel: 01273 819340
Contact: Arran D'Aubigny
arran@mindorchard.com
www.mindorchard.com
Mobious
Tel: 0191 213 1616
Contact: Ian Gibbons
iaing@mobious.net
www.mobious.net
FREELANCE WEB DESIGN
Darren Langley
Tel: 07970 676 868
darren@darrenlangley.com
www.darrrenlangley.com
Toby Freeman
Tel: 07730 416 762
Contact: Pascal Holt
toby@tobyfreeman.com
www.tobyfreeman.com
GRAPHIC AND WEB DESIGN
Bean There Done That
Tel: 0141 416 4299
Contact: Pearse O'Halloran
pearse@beantheredonethat.co.uk
beantheredonethat.co.uk
Carl Antoni Gracie
Tel: 07919 004 047
Contact: Carl Gracie
studio@carlantonigracie.com
carlantonigracie.com
Wash Design
Tel: 01772 880000
Contact: Andy Walmsley
andy@wash-design.co.uk
wash-design.co.uk
ILLUSTRATION
Lemonade Illustration Agency
Tel: 07891390750
Contact: Justine Vincent
Studio@lemonadeillustration.com
www.lemonadeillustration.com
INTEGRATED AGENCY
Creative Concern
Tel: 0161 236 0600
Contact: Faith Ashworth
faith@creativeconcern.com
www.creativeconcern.com
Ignition Marketing Ltd
Tel: 0131 514 1020
Contact: Joe McAspurn
info@watchsparksfly.co.uk
watchsparksfly.co.uk
Jump
Tel: 0131 523 1569
Contact: Ann Duncan
ann@jumpmarketing.co.uk
jumpmarketing.co.uk
Rare Creative Group
Tel: 0114 282 3429
Contact: Steve Beaumont
steve.beaumont@
rarecreativegroup.com
rarecreativegroup.com
Spinnaker Direct
Tel: 0207 261 9455
Contact: Robert Goldsmith
robertg@spinnakerdirect.co.uk
www.spinnakerdirect.co.uk
MARKET RESEARCH
B2B International
Tel: +44 (0)161 440 6000
Contact: Nick Hague
info@b2binternational.com
b2binternational.com
Description: B2B International is the
leading global business-to-business
market research specialist.
Circle Research Limited
Tel: 02079603802
Contact: Andy Dalglish
andrew.dalglish@
circle-research.com
www.circle-research.com
MARKETING COMMUNICATIONS
CFA
Tel: 01622 754 295
Contact: David Ing
david@cfa-group.com
www.cfa-group.com
RLA Group
Tel: 01202 597140
Contact: Paul Smith
paul.smith@thinkrla.co.uk
www.rla.co.uk
Willoughby PR
Tel: 0121 456 3004
Contact: Rachael van Oudheusden
Janea@willoughby-pr.co.uk
willoughby-pr.co.uk
RETOUCHING
Papa Imaging Ltd
Tel: 07776 281 611
Contact: Dan Watkins
dan@papa.uk.com
Papa.uk.com
SEARCH MARKETING SERVICES
Vertical Leap
08451232753
Contact: Ellie Bain
ebain@vertical-leap.co.uk
www.verticalleap.co.uk
SOFTWARE DEVELOPMENT
Bit Fusion
Tel: 0845 5441 543
Contact: Sean Maloney
sean@bit-fusion.co.uk
www.bit-fusion.co.uk
SEO/PPC
Bigfoot Digital
Tel: 0845 388 8812
Contact: Mark Woodcock
Enquiries@bigfootdigital.co.uk
www.bigfootdigital.co.uk
Caliber Interactive - SEO
Tel: 0131 554 2333
Contact: Eleanor Quinn
eleanor.quinn@caliberi.com
www.caliberi.com
OUTSIDE MARKETING
London Taxi Advertising
Tel: 0207 953 0306
Contact: Paul Tremarco
paul@londontaxiadvertising.com
www.londontaxiadvertising.com
Out of Home International
Tel: 0845 120 2470
Contact: Laura Sanderson
lauras@transportmedia.co.uk
www.oohinternational
PHOTOGRAPHY
Ross Woodhall Photography
Tel: 01952 432 658
ross@rosswoodhall.com
www.rosswoodhall.com
Ross Vincent Photography
Tel: 07970 658 818
Contact: Ross Vincent
pictures@rossvincent.co.uk
www.rossvincent.co.uk
PROMOTIONAL PRODUCTS
Orb International KMS
Tel: 0141 427 7272
Contact: Eileen Henderson
eileen@orbkms.com
www.orbkms.com
PUBLIC RELATIONS
Claire James
Tel: 0161 282 8661
Contact: Claire James
claire@essenceagency.co.uk
essenceagency.co.uk
QueryClick
Tel: 0131 556 9442
Contact: Debbie Fraser
debbie@queryclick.com
uk.queryclick.com
Description: QueryClick are industry
leaders in Search Engine Marketing.
Specialist in Multinational SEO
& PPC, we deliver campaigns
returning 73:1 ROI.
WEBSITE & DIGITAL MARKETING
Digital Mercenary
Tel: 0778 717 347
Contact: Stu Bamforth
stu@digitalmercenary.co.uk
digitalmercenary.co.uk
Liquid Solutions
Tel: 0151 231 6240
Contact: Gary Armer
gary@liquidsolution.co.uk
liquidsolution.co.uk
Space48
Tel: 01925 393510
Contact: Steven Morris
steve@space48.com
www.space48.com
44RECRUITMENT
www.thedrum.co.uk/jobs
Water Babies Cultural Attaché
Location: Head Office, Honiton, Devon
Salary: £35k / £46k
A Company Car is provided for this role
Full time 37 hours a week
Here is a great opportunity to join Water Babies, a fun and
flexible baby swimming company based in the South West. The
purpose of this role is to be the cultural and communication
‘conscience’ of the company within the Head Office and
throughout the Franchise network.
Past experience of working in a people centered role within a
commercial business is essential along with the willingness to
travel across the UK and Internationally.
As the Cultural Attaché you will play a lead role in monitoring,
evaluating and influencing the way in which the core values of
the organization are expressed in both internal and external
media and through interpersonal interactions. You will be an
ambassador for Water Babies both internally and externally and
act as a change agent to embed Water Babies culture into those
areas that need it.
You will receive 25 days holiday plus we are a very social bunch
and enjoy a great night out!
We are looking for someone with the following Personal
Qualities:
• Likes to proactively drive change and new ways of working
• Reads behaviour and interprets it accurately
• Regards Problems as opportunities to overcome
• Evaluates information to make informed and timely decisions
It is not all work and no play;
If you are interested in the role and would like to know more
please contact heidi.warfield@waterbabies.co.uk and I will
send you out the
Job Prospectus.
To apply please forward your CV and a covering letter explaining
why you feel you would be good at this role and what skills you
would bring to jobs@waterbabies.co.uk
closing date for applications is
Friday 27th April 2012.
ARE YOU A DRUM SUBSCRIBER?
Graphic Designer
ModeR
odeRn MARketing
MARketing
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on all recruitment
adverts placed at
MAR.30.12
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West Edinburgh
Salary Dependent on Experience
Eastern Western Motor Group is Scotland’s largest retailer
of luxury cars. Operating from 23 locations, we represent
21 global brands including Mercedes-Benz, BMW, Lexus
and Harley-Davidson.
• www.thedrum.co.uk has over 300,000
unique visitors every month
We are recruiting a creative Graphic Designer to join our
Marketing Team, initially on a 6 month contract with a view to
extending to a full time position. We are looking for someone
who can design stunning Graphics to strict deadlines for a
variety of media including Advertising, POS, Direct Mail and
e-marketing. We need creativity, flair, and attention to detail,
taking projects from concept to finished artwork.
• THE DRUM magazine is read by
over 15,000 marketing decision
makers!
www.thedR
www.thed
RuM.co.uk
13
9 772046 063004
To find out more contact Tehmeena Latif
tehmeena.latif@thedrum.co.uk or 0141 559 6064
The candidate must be trained to Degree or HND level in
Graphic Design and have at least a years experience within
a similar environment. A good knowledge of InDesign,
Photoshop and Illustrator is essential, as is excellent written
and interpersonal skills. Knowledge of Dreamweaver, HTML,
CSS and Social Media is desirable.
modern
marketi
ng
moderN
mArketi
Ng
ModeRn
MARketi
ng
Jan.06.12
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ModeRn
MARketi
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JAN.20.12
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MAR.02.
12
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To apply for this position, please send your CV,
examples of work and details of current salary to:
Fiona Larnach, Group Marketing Manager,
Eastern Holdings Limited, 8 Westerton Road,
East Mains Industrial Estate, Broxburn EH52 5AU
or email flarnach@easternholdings.co.uk
www.the
drum.co.u
k
www.the
drum.co.u
k
£5.25
41
0
5
9 77204
6 06300
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6
063004
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063004
11
sub-p
the pitfA RiMA pos
it
lls of bR
And succ ion?
ess
MAR.16.12
NEW JOBS UPLOADED DAILY
RECRUITMENT45
PR ACCOUNT MGR / SNR ACCOUNT MGR
ACCOUNT MANAGER
Scotland - East Central | Competitive Salary
England - London | £22k + Bonus
We’re looking for creative, enthusiastic team-players. You should know
what’s expected of an AM/SAM in a busy PR consultancy.
The country's leading specialists in developing online strategy for the
UK’s top bars, restaurants and pubs, are searching for an individual
with passion, commitment, and genuine ability to join
the London team.
http://bit.ly/HwZpcf
http://bit.ly/HRI82S
MULTIMEDIA DESIGNER - GAMES
INHOUSE PR/COMMUNICATIONS MANAGER
England - North East | £20000 - £30000 per annum
England - London | To £40K + benefits
We are looking for a creative individual to join a very successful team to
create 'in game' interfaces and Flash animations for console and online
video games.
Superb opportunity to move in-house and still work on brand-fabulous
PR campaigns for this TOP digital/integrated/interactive
Consumer Brand Agency.
http://bit.ly/HwZLzj
http://bit.ly/I10sH8
SENIOR BUSINESS DEVELOPMENT MANAGER
ACCOUNT MANAGER
England - London | To £40k bonus + uncapped
commission + Car
England - North West | To £25k bonus + uncapped
quarterly bonus
This is a unique opportunity to join an established and successful
business as they enter our next exciting phase of growth –
a great challenge for an individual wanting to really move
their career forward.
You will be driven by building client relationships and customer service,
whilst motivated by commission generated on renewals
and upsells of additional services.
http://bit.ly/I10xdL
http://bit.ly/HbvmJd
SENIOR CREATIVE ARTWORKER
SENIOR DEVELOPMENT LEAD
England - West Midlands | Competitive salary,
staff discount
England - North West | £30k to £36k DOE +
superb benefits
Looking for a Senior Creative Artworker to work in a small team
within our busy Marketing department. You will have high
end software knowledge, be comfortable working to set
guidelines and working creatively within them.
This role will encompass on average 50% of time developing
and 50% of time managing and supporting the Software
Developers. Programming and development as well as
software testing and liaison with internal teams and clients.
http://bit.ly/I7KrgM
http://bit.ly/I67jK9
EMAIL & MARKETING EXECUTIVE
SENIOR PR ACCOUNT MANAGER
England - East of England | Salary to £25,000
England - East of England | £30,000-£35,000
This role will be working with the Marketing and Ecommerce teams
and be responsible for planning and managing the email marketing
calendar.
An exciting time to join a thriving agency, the Senior PR Account Manager
will get involved with the agency’s strategy whilst further extending their
international reach as well as their sectors.
http://bit.ly/I7KAk9
http://bit.ly/HgRx4H
Over 600 live jobs on The Drum, visit:
To find out more call Tehmeena on 0141 559 6064
46LAST WORD
Last Word
Duncan Parry, COO at Steak and blogger on thedrum.co.uk, has the last word this issue, taking a look at
the trouble faced by Groupon since its £400m launch onto the US stock market and what this could mean
for the whole digital industry.
GROUPON STUMBLES: WILL THE
INDUSTRY CATCH THE FEAR VIRUS?
Duncan Parry
Groupon and its £400m IPO generated headlines globally – another tech
company launched onto the US stock
market, raised lorry loads of cash, and
sets off to further-conquer the space
it’s carved out between brands and
consumers. After the headline, the sub
editors and journalists moved on and
the public’s attention skipped to the
next hype fix.
What’s happening now, however, might
be the story of this period of the digital
industry’s history. It might be just as dramatic as the IPO – with more drama, pain
and, maybe, just maybe, dire consequences for many digital start-ups.
You see, Groupon appears to be in
trouble. That’s the sentiment in more and
more industry press – not the vacuous
hype of “10 reasons to use Groupon” blog
posts, but the analysis of people who are
paid to analyse companies. Groupon had
to restate its earnings last week. Analysts
are circling like vultures, ready to rip at exposed flesh. Rumours swirl that the SEC
is looking at the IPO paperwork from last
year – and once a regulator weighs-in on
a recently-listed company, you have a big
problem. Negative consumer press coverage, shares being sold off, staff wondering if they should move on… and if you’re
an internet business, the b-word is quickly
slapped on you* and distant memories of
share prices tumbling in 2000 and 2001
resurface in shareholders minds. Uh-oh…
maybe Miss Bassey was right.
So what is actually happening at Groupon? Groupon shares have fallen consistently since the launch, with accompanying headlines such as “Why Groupon is
poised for collapse”, “Groupon dodged
bankruptcy with its IPO”, “Should the SEC
have stopped Groupon’s IPO?”, “Groupon looking like Pets.com of current tech
boom – Lax accounting, exec cashouts
come at investors’ expense”, and “Uh-oh:
The SEC is looking closely at Groupon”.
It’s not just market analysts who are
negative about Groupon – from headlines
like “Cupcake calamity: Groupon discount
deal leaves baker swamped by orders for
102,000 cakes and wipes out her profit”,
to complaints about vouchers that aren’t
honoured or pushy sales people, it seems
the company isn’t exactly winning friends
from the businesses or consumers who
pay its bills. Big brands remain cautious
of discounting widely and reducing brand
value and creating an expectation that
sales periods will become continuous.
From a personal point of view, the
range of offers from Groupon UK is limited
and predictable – spas, salons, dentists,
mediocre Indian restaurants… yes, I’ve
unsubscribed. I was on lists for London,
Surrey and Sheffield at one point, so I’ve
seen the consumer experience across
several newsletters.
Life’s too short to read an email that
might, once a quarter, yield something
genuinely interesting. I save more money
by freeing that time up.
A high profile failure – or even just a loud
stumble, which is all this might turn out to
be – is bad for the whole digital industry.
If investor confidence is shaken then a
mini version of the post-bubble shrinking of investment capital that occurred in
2000 could happen. Other group buying
ventures will face similar criticism and fall
Groupon has had to restate
its earnings as the SEC
is rumoured to be looking
at the daily deal site’s IPO
paperwork
“LIFE’S TOO SHORT TO READ AN EMAIL
THAT MIGHT, ONCE A QUARTER, YIELD
SOMETHING GENUINELY INTERESTING.”
away (expect Amazon’s Living Social and
Google’s half-baked Google Offers) and
IPOs will be pushed back as demand
falls (Facebook). Investment in start-ups
will slow – not to mention companies still
trying to figure out how to make money
finding their cash lifeline could be cut-off
as VCs rebalance their portfolio across industries. It’s all happened before.
That’s the doom laden scenario. A
tumble by Groupon (or any high profile
“dot com**”) might cause investors and
regulators to look more closely at how
internet “wunderkid” companies actually operate internally, causing them to
demand more of the sorts of processes
and, dull as they are, policies and internal
controls that companies in other sectors
would be expected to have in place from
their early days – before they even started
talking to investors or about IPOs.
The race for growth is a key characteristic of the digital company – but entrepreneurs, investors and regulators need to
make sure the wheels are bolted on too,
or the whole thing becomes a twisted,
tangled mess of investors, employees, individual shareholders and regulators.
* Yes, I’ll slap it on them too. Bubble.
** A phrase I’m reticent to use as it still
has associations of working at a search
engine in 2000/1 and watching waves of
sites go offline as the bubble burst.
FOR MORE BLOGS GO TO THEDRUM.CO.UK/OPINION
www.MiNetwork.me
A selection of our members…
Elite Members include:
Corporate Members include:
To see your logo on this page contact Chris Morton on 0141 559 6068 or email chris.morton@minetwork.me
Streamtime loves Finger Industries.
The work Rachael manages for Marcus and Jonny at Finger Industries
is completely unique. Their design, animation & illustration
has created a great portfolio of work that our team truly admire.
Streamtime was created to manage studios just like Finger Industries tracking jobs and projects, planning and scheduling the clients work.
It helps your team by keeping all your mission critical information
in one location that everyone can access - wherever they are.
You need a quality solution to run your business get your free trial from streamtime.net
>> job & project tracking. cost analysis. production management. invoicing.
scheduling. time sheets. CRM. sales analysis. iPad & iPhone Applications.
“Streamtime is our studio’s best
friend - which is well organised,
unbreakable & unbeatable...”
RACHAEL BROWN.
FINGER INDUSTRIES.
Finger Industries loves Streamtime.

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