tag:www.econsultancy.com,2008:/topics/influence-measurement Latest Influence measurement content from Econsultancy 2016-08-16T09:04:34+01:00 tag:www.econsultancy.com,2008:TrainingDate/3072 2016-08-16T09:04:34+01:00 2016-08-16T09:04:34+01:00 Web Measurement and Analytics <p>If you are to get the best results from your website, leveraging digital insight is essential. This course focuses on using web analytics and other data sources to improve results from your website through analysis of site visitor characteristics and behaviour.</p> <p>You'll learn how to produce a plan to develop the most appropriate metrics, tools and digital marketing improvement process for your organisation.</p> tag:www.econsultancy.com,2008:TrainingDate/3011 2016-08-11T11:12:16+01:00 2016-08-11T11:12:16+01:00 Intensive: Mastering Analytics <p>Develop your analytics strategy and gain practical skills in measurement, interpretation, optimisation and prediction.</p> <p>The volume of data, analytics tools and different sources relevant to digital is ever-increasing and getting value from that data requires a focused and structured approach.</p> <p>This three day course will arm you with the practical knowledge and skills you need to transform this wealth of data into increased performance and better strategic decisions. </p> <p>The Mastering Analytics Intensive covers the full analytics journey from planning measurement and data collection through to the practicalities of analysing, optimising and predicting behaviour.</p> <p style="border: 0px; vertical-align: baseline;">Econsultancy’s intensives are three-day programmes offering you a deep dive into specific digital disciplines. The intensives offer the practical training without the need for long term commitment.</p> <p style="border: 0px; vertical-align: baseline;"><strong>Intensives</strong>: </p> <p style="border: 0px; vertical-align: baseline;">Are led by practitioner trainers</p> <p style="border: 0px; vertical-align: baseline;">Include access to resources to support the training</p> <p style="border: 0px; vertical-align: baseline;">Allow delegates to implement and evaluate what they’ve learnt through ‘homework’ and trainer feedback after training</p> tag:www.econsultancy.com,2008:TrainingDate/3010 2016-08-11T11:11:11+01:00 2016-08-11T11:11:11+01:00 Intensive: Mastering Analytics <p>Develop your analytics strategy and gain practical skills in measurement, interpretation, optimisation and prediction.</p> <p>The volume of data, analytics tools and different sources relevant to digital is ever-increasing and getting value from that data requires a focused and structured approach.</p> <p>This three day course will arm you with the practical knowledge and skills you need to transform this wealth of data into increased performance and better strategic decisions. </p> <p>The Mastering Analytics Intensive covers the full analytics journey from planning measurement and data collection through to the practicalities of analysing, optimising and predicting behaviour.</p> <p style="border: 0px; vertical-align: baseline;">Econsultancy’s intensives are three-day programmes offering you a deep dive into specific digital disciplines. The intensives offer the practical training without the need for long term commitment.</p> <p style="border: 0px; vertical-align: baseline;"><strong>Intensives</strong>: </p> <p style="border: 0px; vertical-align: baseline;">Are led by practitioner trainers</p> <p style="border: 0px; vertical-align: baseline;">Include access to resources to support the training</p> <p style="border: 0px; vertical-align: baseline;">Allow delegates to implement and evaluate what they’ve learnt through ‘homework’ and trainer feedback after training</p> tag:www.econsultancy.com,2008:TrainingDate/3006 2016-08-10T17:37:46+01:00 2016-08-10T17:37:46+01:00 Google Analytics <p>Research by Econsultancy has shown that over 70% of companies now use Google Analytics systems to report online performance. However, frequently once the tool is in place there seems to be a "what next" moment.</p> <p>This practical, small group workshop will help you to get started with Google Analytics, offering you plenty of practical tips and shortcuts.</p> <p>You'll learn how to get useful information from the tool so you can begin optimising your site, online marketing and content.</p> <p>Your website will also be viewed by an industry expert, who will make recommendations as to the best starting points for your own analysis.</p> tag:www.econsultancy.com,2008:BlogPost/67780 2016-04-26T15:45:06+01:00 2016-04-26T15:45:06+01:00 How the Democratic presidential candidates are using social media Patricio Robles <h3>Hillary Clinton</h3> <h3><img src="https://assets.econsultancy.com/images/resized/0007/4287/clintontwitter-blog-flyer.png" alt="" width="470" height="241"></h3> <h4>Stats At-A-Glance</h4> <ul> <li> <strong>Twitter followers:</strong> 6.04m</li> <li> <strong>Facebook Likes:</strong> 3.2m</li> <li> <strong>Instagram followers:</strong> 1.1m</li> <li> <strong>YouTube views:</strong> 10.9m</li> </ul> <p>The front-runner for the Democratic nomination, Hillary Clinton not surprisingly has a presence on all of the major social networks.</p> <p>Twitter is her most prolific channel – she's very active on the service and now has over 6m followers – but has also made use of other networks, like Instagram.</p> <p><a href="https://captiv8.io/presidential-race">According to</a> social media analytics firm Captiv8, Clinton posted the most content overall of any candidate in either party to Instagram between May 2015 and January 2016.</p> <p>She had also accrued the most Likes on Instagram of any candidate in either party.</p> <p>Clinton's social media campaign has been likened to a a "new media startup" because she has a large full-time staff dedicated to producing original digital content. </p> <p>As USA Today's Heidi M. Przybyla <a href="http://www.usatoday.com/story/news/politics/elections/2016/01/18/hillary-clinton-social-media-trump-twitter-facebook/78856358/">detailed</a>, the focus on original content has led some to compare the Clinton social media effort to the operations of successful digital publishers like BuzzFeed and Vox.</p> <p>Clinton's digital manager, Teddy Goff, who helped lead the Obama digital campaigns in 2008 and 2012, says the strategy has to be different in 2016.</p> <p>"[Before], we felt that we could pretty much reach the people we need to reach by running a really good Twitter and Facebook account," he stated.</p> <p>Now, individuals have "a higher set of expectations for how they’re going to be served." </p> <p>Despite the fact that Clinton looks to be the Democratic nominee, her competitor, Bernie Sanders, is besting her in some corners of the social mediasphere, something that the Clinton campaign <a href="http://www.cnn.com/2016/02/11/politics/clinton-campaign-social-media/">appears to have struggled with</a>.</p> <p>This past week it was announced that a Super PAC supporting Clinton <a href="http://www.marketwatch.com/story/pro-hillary-clinton-group-spending-1-million-to-push-back-against-online-commenters-2016-04-22">plans to spend $1m</a> to challenge Bernie supporters online, a strategy that might be smart but that some have questioned.</p> <h3>Bernie Sanders</h3> <h3><img src="https://assets.econsultancy.com/images/resized/0007/4288/bernieinstagram-blog-flyer.png" alt="" width="470" height="226"></h3> <h4>Stats At-A-Glance</h4> <ul> <li> <strong>Twitter followers:</strong> 2.04m</li> <li> <strong>Facebook Likes:</strong> 4m</li> <li> <strong>Instagram followers:</strong> 1.2m</li> <li> <strong>YouTube views:</strong> 27.6m</li> </ul> <p>While Bernie Sanders trails Hillary Clinton in the delegate count, he's ahead of her on many social networks, including Facebook and Instagram.</p> <p>His social lead over Clinton is most pronounced on YouTube, where he has accumulated more than 131,000 subscribers and his videos have racked up more than 27.6m views.</p> <p>That's just shy of three times Clinton's number of subscribers (Clinton has just 44,000 subscribers) and video views.</p> <p>The fact that Sanders is besting the front-runner on social media success is not surprising. </p> <p>According to Captiv8, Sanders has the most engaged online audience (defined as Likes per follower) of any candidate in either party.</p> <p>Sanders’s social success, which has led to the popular #FeeltheBern hashtag, isn't accidental.</p> <p>His digital campaign is run by Revolution Messaging, whose CEO, Scott Goodstein, was the external online director of the 2008 Obama presidential campaign.</p> <p>That campaign was a breakthrough for the use of social media in a political race, but Goodstein <a href="http://www.fastcompany.com/3058681/inside-bernie-sanders-social-media-machine">is quick to note</a> that the Sanders social media blueprint isn't a copy of Obama's.</p> <p>Today, Goodstein and his team have more experience and knowledge, as well as more social networks and larger social networks.</p> <p>There are also tools like Slack, which the Sanders team uses to communicate.</p> <p>They have put all of those to good use, but ultimately, Goldstein believes Sanders's social success is about Sanders...</p> <blockquote> <p>You want to make sure that social media and digital all have the same authentic voice and reflect the exact campaign and candidate message - [and Sanders’s message] is amazing.</p> </blockquote> <p><em>For more on this topic, read: <a href="https://econsultancy.com/blog/63672-seven-lessons-obama-s-digital-team-learned-from-a-b-testing-emails/">Seven lessons Obama's digital team learned from A/B testing emails</a>.</em></p> tag:www.econsultancy.com,2008:BlogPost/67785 2016-04-26T11:56:00+01:00 2016-04-26T11:56:00+01:00 Why restaurants need a hyper-local influencer marketing strategy David Moth <p>Co-founder James Elliot shared some insights into the company’s <a href="https://econsultancy.com/blog/67647-nine-incredibly-helpful-influencer-marketing-tools/">influencer strategy</a> at a recent AdWeek event hosted by Time Out.</p> <p>He strongly advocated a hyper-local strategy, which I've handily summarised below...</p> <h3>Go hyper-local</h3> <p>Pizza Pilgrims was founded by two brothers who set out to traverse Italy to learn how to make authentic pizza.</p> <p>Their journey was documented on a dedicated <a href="https://www.youtube.com/user/pizzapilgrims">YouTube channel</a>, so they actually began building an online audience before they’d even setup business in their first pizza van.</p> <p>This focus on digital has continued as the business has grown. According to James:</p> <blockquote> <p>We got food bloggers involved very early on. It's been much more effective than print advertising or any other more traditional channels.</p> </blockquote> <p>James said he quickly learned that influencer marketing yielded the best results when it involved people local to the Pizza Pilgrims van in London’s Soho.</p> <p>And by local, James means “like, within one mile.”</p> <p>This is because in order to be profitable Pizza Pilgrims has to get a large number of customers through the door every day.</p> <p>Therefore it needs to attract repeat visits from people who live and work nearby. </p> <p><a href="https://www.instagram.com/p/BBpd6BThRqS/?taken-by=pizzapilgrims"><img src="https://assets.econsultancy.com/images/0007/4297/Pizza_Pilgrims_van.png" alt="" width="934" height="601"></a></p> <p>James cited Meat Liquor - another small, trendy restaurant brand – as a company with a great hyper-local digital strategy.</p> <p>Each of <a href="http://meatliquor.com/">Meat Liquor’s London outlets</a> has a different name and its own social channels.</p> <p>James believes this works better as it enables restaurants to appeal to local markets and communities, rather than having one generic account for the whole brand.</p> <h3>Get ‘em involved</h3> <p>James discussed how to build strong relationships with influencers. Apparently it’s all about making them feel valued. </p> <p>He said that rather than just randomly sending out freebies, brands need to make bloggers feel involved with a project or campaign.</p> <blockquote> <p>Bloggers love feeling like they’re involved in a decision. For example, we might get people in to do a taste test of different types of mozzarella and let them choose which one we’re going to use.</p> </blockquote> <p>This is far more effective than simply sending out a product and asking for a review, and it means you hopefully won't be <a href="https://econsultancy.com/blog/67645-google-s-got-it-right-instead-of-bribing-bloggers-sort-out-your-website/">penalised by Google for bribing bloggers</a>.</p> <h3>Find authentic partners</h3> <p>Brand partnerships are very common in the food &amp; drink industry. </p> <p>See Jamie Oliver and Sainsbury’s or Heston Blumenthal and Waitrose for two very obvious examples.</p> <p>Though these are obviously major corporate brands, these types of partnerships can also work for small businesses.</p> <p>James recommends collaborations as a good way for two brands to gain mutually beneficial outcomes, but it relies on working with people who have authenticity.</p> <p>Pizza Pilgrims recently worked with Chase Vodka to create Sohocello, a limoncello brand that was ‘grown in Amalfi, distilled in Herefordshire, born in Soho.’</p> <p><iframe src="https://www.youtube.com/embed/qAUWzyM_UiQ?wmode=transparent" width="615" height="346"></iframe></p> <p>Both brands have placed their company story at the centre of their marketing, so the collaboration is a natural fit.</p> <p>It’s a good reminder that the search for influencers need not be limited to bloggers.</p> <h3>Horses for courses</h3> <p>The hyper-local influencer strategy that James advocated isn’t a viable option for all brands.</p> <p>In fact, it’s probably only suited to restaurants that operate a small number of outlets.</p> <p>Major food brands, such as McDonald’s or Starbucks, are better off working with influencers or celebrities with mass market appeal that give them national or international coverage. Such as Beyoncé.</p> <p>In contrast, Pizza Pilgrims’ business model relies on attracting a high volume of customers within a small geographic area.</p> <p>In this instance, it doesn’t make sense to pay a lot of money for someone with national appeal when most people aren’t able to visit one of Pizza Pilgrims' restaurants.</p> <h3>Time Out’s influencer research</h3> <p>To finish it's only polite to give a nod to some <a href="http://www.timeout.com/about/time-out-group/latest-news/time-out-reveals-new-study-from-influence-to-action-insights-from-the-new-influence-economy">influencer marketing research that Time Out revealed</a> at the AdWeek event. </p> <p>The survey of 799 respondents identifies two different influencer groups: Shakers and Makers.</p> <p>Shakers are defined as those with very large social networks (upwards of 3,500) who might be useful for driving broad awareness of a product or marketing campaign.</p> <p>However Makers are actually more likely to drive a particular action despite having a slightly smaller social following (average of 1,700).</p> <p>This is because Makers tend to be more passionate and knowledgable about a certain topic, so their followers place greater trust in them when it comes to recommendations.</p> <p>And for more on this topic, download Econsultancy's <a href="https://econsultancy.com/reports/the-rise-of-influencers/">Rise of Influencers study</a> which assesses how brands are approaching influencer marketing.</p> tag:www.econsultancy.com,2008:BlogPost/67680 2016-03-29T14:04:00+01:00 2016-03-29T14:04:00+01:00 Cross-device measurement: what to look for in a solution James Collins <h3>We have the technology</h3> <p>I am reminded of Steve Austin, the astronaut from the popular 1970s TV series, The Six Million Dollar Man. His team set out to “rebuild” him, using the latest technology to design the first bionic man.</p> <p>Similarly, the technology exists to connect user journeys across screens – desktop, mobile, tablet, connected TVs and others. Through a <a href="https://econsultancy.com/blog/67110-what-does-the-rollout-of-google-cross-device-conversions-mean-for-marketers">cross-device tracking</a> solution, we have the technology to fix broken user journeys and ultimately improve the conversation between brands and consumers.</p> <p><img src="https://assets.econsultancy.com/images/0007/3390/six.jpeg" alt="six million dollar man" width="225" height="225"></p> <h3>Shopping for a Solution</h3> <p>To truly understand consumer behavior, you need to identify the role different devices play in the customer journey. I have compiled a “buyer’s guide” of five things you should consider when choosing a cross-device measurement solution.</p> <p><strong>1. Look for any joins you already have</strong></p> <p>Most businesses are sitting on piles of first party data; the first step to understanding the customer journey is to look inwards and see what you already have.</p> <p>It is likely that you will have lots of chances to join data within your organisation. Your customer database is a great source and a natural place to start. The solution you choose should be able to integrate this data and build from there. </p> <p><strong>2. Look for ways to enhance the data </strong></p> <p>Work with your measurement provider to add to your current data set.</p> <p>Your solution should allow for importing any <a href="https://econsultancy.com/blog/67674-what-are-first-second-and-third-party-data">first party data </a>where a user provides information that is consistent across devices, like an email address, customer ID or login. Of course, PII data (personally identifiable information) must be hashed and encrypted to safeguard users’ privacy at all times. </p> <p>Your provider should be able to create deterministic joins based on first party data collected and joined. Keep in mind, you are not going to get every match right – no data is 100% accurate.</p> <p>Even with deterministic first party data, there are circumstances that make the data less accurate, such as when multiple people use the same machine or when households share an email address.  </p> <p><strong>3. If you can’t find them, buy them</strong></p> <p>Your data can only get you so far. What about those who are visiting your site on their mobile or tablet for the first time, who you have yet to identify?</p> <p>Whether your provider buys the data or creates it themselves, this is where probabilistic joining comes in. Probabilistic identification involves ‘fingerprinting’ devices using a variety of attributes, such as number of cookies stored, device IDs, public data such as IP addresses and behavioural data (geographic location and movement of devices geographically across time).</p> <p>All of these factors are combined to connect disparate devices to the same user.</p> <p><img src="https://assets.econsultancy.com/images/0007/3391/print.jpg" alt="fingerprint" width="250" height="234"> </p> <p><strong>4. Use deterministic joins to increase confidence in probabilistic data </strong></p> <p>Probabilistic device joining is often very accurate, but since the process employs algorithms, analysis and probabilities to match devices there will always be a degree of inaccuracy. The ‘accurate’ deterministic data can be used to validate the joins made by the probabilistic approach.</p> <p>For example, take a user who’s identified themselves on two devices – has the probabilistic data also matched the same devices, or is it saying something completely different; then repeat this process as required. A cross-device solution provider should be able to provide the degree of accuracy for the data they have joined.  </p> <p><strong>5. Use the data to take action </strong></p> <p>Similar to painting a room, the hard work is done before you actually put fresh paint on the walls. It is in the prep, the patching and the priming that makes a newly painted room shine.</p> <p>Now that you have done the work to create the joins, you can look at all of your marketing performance and use the insights to enhance your marketing. </p> <h3>A smarter abandoned basket campaign</h3> <p>Cross-device data can be used to improve marketing effectiveness and efficiency in many ways. One example is when managing <a href="https://econsultancy.com/blog/67534-from-checkout-to-conversion-how-to-prevent-basket-abandonment">abandoned basket </a>campaigns – when a customer adds items to their online basket but does not place an order.</p> <p>A problem arises when customers are targeted with email reminders based on shopping cart abandonment on a single device. This strategy does not take into consideration real user behaviour – shopping and browsing on tablet or mobile, but making a purchase on desktop, or vice versa.</p> <p>Without a view across devices marketers are unable to see if people have actually converted, and ultimately this can result in a poor experience.   </p> <p>To be successful at targeting users who have left items in their online basket, you need a solution that captures and joins behaviour across all screens, enabling you to send relevant and timely emails to re-engage consumers. By using this insight, brands can make their emails more effective and ensure they don’t retarget customers with products they have already bought. </p> <h3>A Smart Solution for your Business</h3> <p>Marketers need to understand their customers’ cross-device journeys and through harnessing this information they can develop smarter marketing campaigns.</p> <p>When working with a cross-device solution provider, each business should strive to use their data in a pragmatic way, understanding the value that will be gained from creating this joined up view.</p> tag:www.econsultancy.com,2008:BlogPost/67255 2015-11-27T14:38:52+00:00 2015-11-27T14:38:52+00:00 What Twitter's removal of share counts means for publishers Patricio Robles <h3>Why Twitter removed the share count</h3> <p><a href="https://blog.twitter.com/2015/hard-decisions-for-a-sustainable-platform">According to</a> Twitter group product manager Michael Ducker, Twitter made the hard decision to remove counts from the Tweet button for a number of reasons.</p> <p>"This count does not reflect the impact on Twitter of conversation about your content — it doesn't count replies, quote Tweets, variants of your URLs, nor does it reflect the fact that some people Tweeting these URLs might have many more followers than others," he explained, adding.</p> <blockquote> <p>The count was built in a time where the only button on the web was from Twitter. Today, it’s most commonly placed among a number of other share buttons, few of which have counts.</p> </blockquote> <p>Additionally, the application programming interface (API) that the Tweet count was based on is being retired because it runs on older technology. </p> <p>Ducker stated that rebuilding the API using its new technology stack "would delay our work on other, more impactful offerings for our developer community."</p> <p>Of course, some suggest that Twitter's decision was also driven by a desire to generate more revenue for its enterprise API platform, Gnip, as discussed below.</p> <h3>The impact on publishers</h3> <p>The removal of share counts may not seem like a big deal, but it's created an annoying headache for many publishers.</p> <p>First, there's the visual impact of a countless Tweet button. Without a Tweet count, it may be more difficult for users to identify the most popular content on a site.</p> <p>Additionally, as Chen notes, these counts are a form of social proof and can help publishers establish legitimacy. After all, if users and advertisers see that a publisher's content is highly-shared, it can bolster the publisher's overall credibility, helping drive more traffic and ad sales.</p> <p>The removal of the Tweet count from Tweet buttons may also have business and technical implications for publishers.</p> <p>Many publishers referenced the Tweet button share counts to track social metrics, and a number of popular social media management and analytics tools used the now-retired share count API.</p> <p>Unless they find ways to replace this data, publishers may find these tools to be of more limited use.</p> <h3>What publishers can do</h3> <p>Unfortunately, publishers have few options for addressing the loss of Tweet button counts. Some may attempt to build homegrown solutions, but that will require a level of technical expertise and investment of time and money that many publishers simply don't have.</p> <p>It is still possible to obtain Tweet counts from Twitter through its <a href="https://www.gnip.com/">Gnip</a> division, which sells API access to a variety of Twitter data, but that might be cost prohibitive for many publishers.</p> <p>For publishers on a budget, third-party services that already license Twitter data through Gnip, such as <a href="http://buzzsumo.com/blog/twitter-share-counts-in-your-browser-new-buzzsumo-chrome-extension/">BuzzSumo</a>, may be worth a look.</p> <p>But even with access to this data, publishers will still need to deal with the fact that Twitter's Tweet button won't display the counts to their users.</p> <h3>What the future holds</h3> <p>Not surprisingly, Twitter's decision to eliminate counts from its Tweet button was met with plenty of criticism and Twitter is no doubt aware of the angst it has caused.</p> <p>While there's no indication that Twitter will reverse course imminently, the social media giant has hinted that it might at some point respond to the criticism, issuing a statement:</p> <blockquote> <p>We appreciate your feedback over the past 60 days on how you have used these counts, and look forward to incorporating it as we create and improve tools to integrate Twitter content into your apps and websites.</p> </blockquote> <p>Until that time, the Tweet button update is just the latest reminder to publishers that even the largest social platforms are still evolving and subject to major changes, not all of which will be seen as positive.</p> tag:www.econsultancy.com,2008:BlogPost/67075 2015-10-23T14:21:13+01:00 2015-10-23T14:21:13+01:00 Five ways to identify potential brand champions Patricio Robles <p>While many brands hoping to drive word-of-mouth buzz focus on courting <a href="https://econsultancy.com/blog/66560-what-are-influencers-and-how-do-you-find-them/">digital influencers</a> – individuals with large online followings – technology is making it possible for brands to target individuals of all shapes and sizes who will advocate on behalf of the brand, online or offline, to friends, family and acquaintances.</p> <p>So how can brands assemble an army of everyday brand champions? Here are five ways.</p> <h3>1. Mine order data</h3> <p>Order data is a powerful asset for identifying customers who might be inclined to sing your brand's praises, and there are many ways to slice and dice it.</p> <p>Order frequency, average order value and <a href="https://econsultancy.com/reports/customer-lifetime-value/">customer lifetime value</a> are all worthwhile metrics that can be used to single out customers of interest.</p> <p><img src="https://assets.econsultancy.com/images/0006/8323/mining.jpg" alt="" width="800"></p> <p>The best thing about order data is that it's accessible; most brands selling products or services to consumers through direct channels have it, own it and can analyze it. </p> <h3>2. Look who's clicking and forwarding</h3> <p>Subscribers who frequently open, click and/or forward <a href="https://econsultancy.com/reports/email-census/">emails</a> may be worth targeting as potential brand champions.</p> <p>What's more: Email lists can help identify potential brand champions who won't show up in an analysis of order data. Money talks, but brand champions aren't always the customers with the biggest wallets or most extravagant spending habits. </p> <p>Many brands, particularly those that are in luxury markets, have a strong base of aspirational consumers who will lend their voices to brands even if they can't yet afford to purchase their goods and services.</p> <p>Email lists often have many subscribers who are in the aspirational camp. </p> <h3>3. Use creative proxies</h3> <p>Potential brand champions are everywhere – if brands recognize the signals they send.</p> <p><img src="https://assets.econsultancy.com/images/0006/8324/FreddieMercurySinging1977.jpg" alt="" width="336" height="420"></p> <p>For example, an observant retailer with an online wedding registry might recognize that couples choosing to make it a part of their matrimony are expressing a high level of interest in the retailer's brand.</p> <p>That interest, if developed wisely, can be used to create brand champions.</p> <h3>4. Get social</h3> <p>Brands looking to <a href="https://econsultancy.com/blog/6261-how-to-find-a-social-media-influencer/">find influencers</a> look to social media activity, and for good reason: Social media is so easy to monitor.</p> <p>Thanks to increasingly sophisticated monitoring tools, including newer tools that can analyze the images users are sharing, brands can do more than identify users with the loudest voices.</p> <p>They can keep track of what consumers are saying about them on social media at a micro level in a scalable fashion, allowing them to locate and target users who aren't online celebrities. </p> <h3>5. Don't forget the power of customer service</h3> <p>Channels in which customers interact one-on-one with a brand are some of the most powerful for creating brand champions.</p> <p>Just as delightful experiences are key to <a href="https://econsultancy.com/blog/67005-four-ways-to-encourage-more-positive-online-customer-reviews/">encouraging good online reviews</a>, a great customer service experience can instantly create a brand champion for life.</p> tag:www.econsultancy.com,2008:BlogPost/66782 2015-07-31T13:51:00+01:00 2015-07-31T13:51:00+01:00 Three top retailers share their marketing attribution stories James Collins <p>Following on from last month’s article on <a title="Building the Business Case for Attribution" href="https://econsultancy.com/blog/66532-four-top-tips-for-building-a-business-case-for-attribution/" target="_blank">building the business case for attribution</a>, I took a moment to chat to technology innovators at House of Fraser, Virgin Holidays and Red Letter Days, to find out more about their experiences with attribution.</p> <h3>Meet Sophia Evgeniou - Head of Customer Acquisition at House of Fraser</h3> <p>Sophia joined <a href="http://dc-storm.com/en-uk/resources/case-studies/house-of-fraser-affiliate-payments/">House of Fraser</a> with a strong agency background, so attribution had been on her radar for many years:</p> <blockquote> <p><em>“Attribution is still a difficult topic for many companies as there isn’t one set way to attribute and this can be an extremely unsettling discussion point for any business.”</em></p> </blockquote> <p>Sophia knew that the only way to approach the discussion at House of Fraser was to demonstrate the importance of data, and explain that it can map out a full view of a customer journey. "You can’t argue with a clear diagram and data, which is why I think that’s the only way to approach a subject as tricky as attribution.”</p> <p><img src="https://assets.econsultancy.com/images/0006/5756/sophia-evgeniou-house-of-fraser.jpg" alt="" width="220"></p> <p>The top challenge for Sophia was the differences in reporting which leads to the reallocation of budget and setting expectations. Before the attribution model was in place reporting told one story, and the attributed reports told another: </p> <blockquote> <p><em>“This is a challenge to say the least, I needed to ensure that everyone was on board and understood the reasoning behind the model, reallocation and strategy moving forward.”</em></p> </blockquote> <p>She also needed to get the partners on board, even though Sophia was aware that some of them would not benefit from the use of an attribution model: </p> <blockquote> <p><em>“The only way to overcome any issue with introducing an attribution model is to keep communicating, ensure that the data is presented clearly and the journey of events is one that tells a story straight away.”</em></p> </blockquote> <p>Sophia knew that the value attribution could deliver was the most important focus when it came to pitching attribution into the business.  </p> <p>However, it is still important to find a balance because “without the technology, we would of course not be able to identify the value.” She clarifies, “within my customer acquisition team, our focus is to identify channels that perform well but also ensure we aren’t cutting out the first or middle touchpoints that have absolutely played a part in a customer journey.”</p> <p>To do this and really gain value, House of Fraser needed to understand the full journey and impact from each channel. Proving value fast was also a top goal for Sophia:</p> <blockquote> <p><em>We had gathered data for quite a few months beforehand, and already knew the impact the attribution model would have on our account and activity, so we could quickly highlight any differences to the business, as well as set expectations fast.</em></p> </blockquote> <h3>What can you learn from Sophia’s experience?</h3> <p>Whatever the nature of your business, Sophia says that attribution isn’t just for retailers: </p> <blockquote> <p><em>Having worked agency-side previously I have experience in virtually every sector. This helped me gain a great understanding of how different sectors work but also how similar the need for data and customer journeys and the bigger view of the world can be.</em></p> </blockquote> <p>Sophia’s top tip for marketers would be to examine and understand the data. “Is there a pattern or any correlation in data or across the customer journey touchpoints? Once you know the data let the data guide you, do not base your attribution or business case on ideas as you’ll probably be very surprised.” </p> <h3>Introducing James Libor – Marketing Technology Manager at Virgin Holidays</h3> <p>James first recognised the importance of attribution a few years ago when he realised that they had multiple channels optimised to a different model.</p> <p><img src="https://assets.econsultancy.com/images/0006/5757/james-libor-virgin-holidays.jpg" alt="" width="220"></p> <p>This meant that when he calculated the revenue, it was quadruple what they were actually generating. </p> <blockquote> <p><em>My director said:</em><em> ‘James you keep telling me that our customers are confused, but I don’t understand why?’ So I drew him a complicated diagram that presented our environment for consumers; retail stores, the call centre, website, multiple online channels and multiple devices. </em></p> <p><em>It really put into perspective what our customers are facing. We were in the same place too. We were doing some good things with specific online channels, but it was in silos and we had no real view of performance across the business.</em></p> </blockquote> <p>In his experience business design, structure and behaviour is key, “possibly even more so than the personnel. Often people have the capacity to learn and adapt but siloed departments create a barrier for this.”</p> <p>The challenge for James was addressing the individual and sub-departmental KPIs and objectives. “If the business MI / BI is based on a last click view then those responsible for generating sales will naturally lean towards investment in channels appearing to drive conversion and the most value.”</p> <p>James knew that the value of attribution wouldn’t be available overnight, so he opted to focus on <a href="https://econsultancy.com/blog/64369-integration-challenge-seen-as-main-tech-barrier-to-online-business-growth-report/">integrating the technology</a> with a view of the end vision. This meant he could then allow the data to mature and be actioned before the value of attribution is unlocked.</p> <p>Once they all had a vision of where they needed to get to, James worked with us to develop a roadmap:</p> <blockquote> <p><em>“The first step was to get our online marketing data in shape. We implemented a lot of new solutions, like impression tracking, affiliate segmentation and cost and margin imports. I knew where I wanted us to get to and it helped that I wasn’t in charge of a particular channel because there’s no bias.” </em></p> </blockquote> <p>Virgin Holidays were pleased to start seeing tangible results within 12 months, which helped James to prove that it was working. “Budget is often seen as a big blockage, but the way I look at is it’s 1% of your budget to tell you what the other 99% is doing. With that perspective the cost doesn’t seem significant.” </p> <p>James firmly believes that “one size fits all simply does not exist,” he explains: </p> <blockquote> <p><em>“Four years ago there were approximately 80 known marketing technology vendors offering solutions to the UK market. Now there are over 2000; end-to-end or best in class layers are becoming more linked and integrated.”</em></p> </blockquote> <h3>What can you learn from James’ experience?</h3> <p>James would suggest that marketer’s keen to introduce attribution in their business first ask the question and ascertain the business case you want to solve – you can then set out on solving it.</p> <p>He also recommends engaging multi-departmental stakeholders early on in the process and assigning a project manager internally. </p> <p>James’ final tip is to manage expectations with senior stakeholders using set time-frames:</p> <blockquote> <p><em>“This is not a day one benefit investment and the longer you run the program the more value you can deliver but be aware there will be a plateau of benefit so be careful not to 'over cook' year three.”</em></p> </blockquote> <h3>Meet Gerry O’Brien - Ecommerce Director at Red Letter Days</h3> <p>For Gerry, it is imperative that internal stakeholders understand the intricacies of online marketing when changing the way that sales are measured and recognised, he explains:</p> <blockquote> <p><em>“The key is to educate key influencers within the business, ensuring they understand the differences between the various models; in this case moving from last-click to attribution. </em></p> <p><em>Third party <a href="https://econsultancy.com/case-studies/">case studies</a> and real world examples also help demonstrate the benefits and provide confidence when implementing such changes.”</em></p> </blockquote> <p>Gerry was responsible for migrating the organisation from a traditional catalogue business, with an excess of 2m catalogues per annum and a 64-personnel call centre, to an online business where 87% of all sales came from online, supported by a call centre of 10 staff.</p> <p>He has also been responsible for the redevelopment of the company website and the implementation of third party analytics tools to gain insight into customer behaviour.</p> <p>The company's biggest challenge continues to be understanding customer behaviour and ensuring that it makes the most effective use of its marketing spend. “To support this we need to have an insight into our customer’s journey across multiple devices and channels, resulting in a full understanding of our how consumers interact with our brand.”</p> <p><img src="https://assets.econsultancy.com/images/0006/5766/gerry-obrien-red-letter-days.jpg" alt="" width="230"></p> <p>By comparing new and existing tracking reports, Red Letter Days were able to see results immediately: </p> <p>“The movement of revenue share between channels was of particular interest. The insight enabled us to better focus our marketing efforts on the channels that were delivering the greatest impact on revenue generation.”</p> <h3>What can you learn from Gerry’s experience?</h3> <p>Gerry’s top tip would be to educate everyone internally and put together example scenarios to show where or how investment will deliver benefits and increase revenue.</p> <p>He also recommends using third party case studies to demonstrate how other organisations have successfully implemented changes and the resulting benefits.</p> <h2>Key takeaways</h2> <p>Attribution is a multi-faceted challenge. Precise requirements for adopting a solution that works for each brand will vary, but I hope that gaining insight into our featured clients' first-hand experiences with attribution will help you to explore the best approach for your business.</p> <p>To summarise, the key challenges and solutions for House of Fraser, Virgin Holidays and Red Letter Days were:</p> <h3>House of Fraser:</h3> <ul> <li> <strong>Challenge:</strong> Changing the data landscape: managing internal and external stakeholders </li> <li> <strong>Resolution:</strong> Continual and bespoke communication demonstrating tailored benefits for all stakeholders</li> </ul> <h3>Virgin Holidays:</h3> <ul> <li> <strong>Challenge:</strong> Adjusting the internal silos restricting overall growth</li> <li> <strong>Resolution:</strong> Communicating and reiterating the end goal</li> </ul> <h3>Red Letter Days:</h3> <ul> <li> <strong>Challenge:</strong> Change management and educating teams on the benefits of attribution</li> <li> <strong>Resolution:</strong> Sharing learnings to focus the teams on marketing efforts that have the biggest impact on business growth</li> </ul>