MSI: Program Marketing and Retrun on Investments · 2019-12-05 · Program Marketing and Return on...
Transcript of MSI: Program Marketing and Retrun on Investments · 2019-12-05 · Program Marketing and Return on...
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Program Marketing and Return on InvestmentsPerspectives from advertising & marketing
A Presentation to the
March 20, 2006
Earl L. Taylor, CMOMarketing Science Institute
617-491-2060, [email protected]
www.msi.org
ACEEE National Symposium on Market Transformation
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Overview
What is Marketing Science Institute (MSI)?
Evaluating EE marketing ROIWhat we know about marketing ROI
From product focus to Customer Equity (CE)
Using CE for EE program evaluations
Customer equity and WOM marketing
Implications for EE marketing and program evaluation
References
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What is MSI? Our Origin: Since 1961, non-profit MSI has been the “bridge” between academic marketing theory and business practice
Our Mission: To advance relevant, rigorous and readablemarketing science to improve marketing practice
Our Method: Member companies choose research priorities, we fund top scholars and disseminate results through
• Members-only conferences• Working Papers and other publications• Roundtables and informal networking• Collaborative research
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MSI member companiesACNielsen
Aetna Inc.
Allstate Insurance Company
Ameritrade
Amgen Inc.
AT&T
Bank of America
Bayer Healthcare LLC
Bristol-Myers Squibb Company
Campbell Soup Company
Capital One Financial Corporation
Carat
Carlson Companies
CBS Corporation
Chevron Corporation
Cisco Systems, Inc.
Citigroup Inc.
The Clorox Company
The Coca-Cola Company
Coles Myer, Ltd.
Colgate-Palmolive Company
Condé Nast Publications, Inc.
Darden Restaurants, Inc.
Diageo Plc
DuPont Company
Eastman Kodak Company
Eli Lilly and Company
Fair Isaac Corporation
Ford Motor Company
General Electric Company
General Mills, Inc.
General Motors Corporation
GfK Group
Henkel KGaA
Hewlett-Packard Company
IBM Corporation
Intel Corporation
Ipsos
Johnson & Johnson
L.L. Bean, Inc.
Lenovo Group Limited
M&M/Mars
McDonald’s Corporation
McKinsey & Company
Mercer Management Consulting
Merck & Company, Inc.
Miller Brewing Company
Milliken & Company
Monitor Group
Nestlé USA
Nielsen Media Research
PepsiCo, Inc.
The PNC Financial Services Group, Inc.
Praxair, Inc.
The Procter & Gamble Co.
Rohm and Haas Company
Royal Philips Electronics
Schneider National, Inc.
The Thomson Corporation
Time, Inc.
TNS
Unilever
The Vanguard Group
Verizon Communications, Inc.
VF Corporation
VISA Worldwide Services
Wachovia
Wells Fargo & Company
WPP Group PLC
Yahoo! Inc.
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What we know about marketing ROI
Still lack of consensus on metrics of ROI, but …
Advertising works in the aggregate• Relative ad spend correlates with increase ROI• Relative ad spend correlates with increased market share• Advertising creates—and promotions erode—firm value
- Wall Street rewards marketing/ad spend > promotions- Marketing stabilizes business outcomes—lower Beta (stock
volatility) translates into lower risk and cost of capital
Can we disaggregate effects to improve marketing mix effectiveness and efficiency?• Distinguish short-term vs. longer-term effects• Isolate impact of specific elements of marketing mix• Measure resulting customer lifetime value (CLV)
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Ad spend drives ROI and market share
Impact of Advertising Spend
05
101520253035
1 2 3 4 5Relative Ad Spend
(3 = Average)
Per
cent
RO
I/Mkt
Sha
re
Average ROI
Average MarketShare
(Source: Analysis of PIMS (Profit Impact of Marketing Strategy) data by Ogilvy Center for Research and Development, San Francisco, 1987)
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The shift from product focus to customer equity
“Business success is based on customer relationships; however, because customer equity is difficult to measure, many companies continue to focus on metrics that capture product-based strategies rather than metrics that capture customer-based strategies”
Return on marketing (%) = [(CE – E)/E] X 100
CE = Customer equity (customer lifetime value X no. of customers)
E = Marketing expense (acquisition cost)
(Source: Rust, Lemon, and Zeithaml)
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CE depends on acquisition & retention
OwnCustomer Pool
Competitors’Customer Pool
Prospects
PurchaseIncidence
Prospects
RetainedCustomers
LostCustomers
NewCustomers
LostProspects
Choice
MarketingMix
OwnCustomer Pool
Competitors’Customer Pool
MarketingMix
t
t
t+1
t+1
(Source: Yoo and Hanssens)
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Modeling marketing effects
Sales modelSales model
Marketing Mix
Brand switchers Repeat purchasers
Effectiveness
CE modelCE model
Marketing Mix
Brand SwitchersLost prospects
Repeat purchasersLost customers
Efficiency
Acquisition rate Retention rate
Link product marketing to CE paradigm
(Source: Yoo and Hanssens)
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Segment by CE before ROI evaluation
Marketing ROI is relative to opportunity for each type of customer
Compare share of requirements (share of wallet) with category purchase behavior to segment customers
Strategy (and thus ROI) will vary by current CE
Low High
HighGrow
category buy rate
Retention
LowX
Grow
loyalty
ZeroX
Grow
penetration
Sh
are
of
req
uir
em
en
ts
Category buying
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Using CE for EE program evaluations
Puts EE into appropriate competitive context• Two “brands” – EE vs. Not (less) EE• Not choosing EE is lost opportunity until next buying cycle• Choosing EE creates CE towards future EE choices
Customer lifetime value (CLV) measures EE savings won (lost) over lifetime of a consumer• Target best opportunities, assess ROI by segment• Put focus on transforming attitudes (and thus markets)
rather than one-time purchase or participation• Move marketing mix away from short-term impact of
promotions toward long-term impact of EE brand building• Shift evaluation from discrete product saturation only to
both “hard” and “soft” measures
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CE case study: Auto marketplace
0
100
200
300
400
500
600
1 11 21 31 41 51 61 71 81 91 101
111
121
131
141
151
161
171
181
BMWLincoln
Sales
(Source: Yoo and Hanssens)
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Decomposing dynamics of this marketBMW Lincoln
Sales from existing customers Sales from new customers
(Source: Yoo and Hanssens)
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Decomposing dynamics of this marketBMW Lincoln
Retention rate Acquisition rate
(Source: Yoo and Hanssens)
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Decomposing dynamics of this marketBMW Lincoln
Discount Ad spending
(Source: Yoo and Hanssens)
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Impact on CE of promotions vs. adsAcquisition (A) response to the marketing mix
Retention (R) response to the marketing mix
Successful offense and defense
CE increases with mktg.
Successful offense
(“Buying mkt. share”)
Successful defense
(“Free riders”)
Ineffective offenseand defense
CE decreases with mktg.
(Adapted from Yoo and Hanssens)
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Impact on CE of promotions vs. ads
For Lincoln • Promotions increase sales and retention (of existing
customers), so appears successful by traditional sales model• However, promotions are not attracting new customers, so
are not successful from a CE perspective• Lincoln is paying existing customers to remain “loyal”
- “Leaving money on the table” (if some would buy anyway)- Analogous to “free rider” problem for EE programs
• Ads increase sales less, but CE more, than promotions
For BMW • Promotions and ads have more balanced impact on both
acquisition and retention
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CE and word-of-mouth (WOM) mktg.
How customers are acquired can affect their short-and long-term value through:
Direct benefits • Greater loyalty and (re)usage (revenues, EE savings)• Less cost to serve
Indirect benefits• Positive WOM • Social and technology network effects
Two MSI studies find that customers acquired through WOM marketing have greater CLV than those acquired through advertising or promotions
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Study 1: Web hosting company
Observed usage during transition from free to paid web hosting to predict willingness to pay
• “Marketing induced” customers via online banner ad, TV, radio, print ads, e-mail links, direct mail
• “WOM” customers via links from other web sites, print articles, referrals by colleagues, friends, associations or search engines
Customers acquired through WOM show• Less initial value than “marketing induced” customer, but• Greater willingness to pay subsequently• Greater WOM recruitment of additional customers• Thus, greater CLV
(Source: Villanueva, Yoo and Hanssens)
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Study 2: Online banking
Value (profitability) of a lost customer varies by
• Defection (to a competitor) vs.• “Dis-adoption” (of the new technology altogether)
Impact of WOM is greatest in early stages of adoption of a new technology
CLV metrics should include value of early adopters
Companies should focus on retention from outset(Source: Hogan, Lemon and Libai)
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Speculations: EE, WOM marketing and“the strength of weak ties”
Your friends and family love you … but casual acquaintances can help you find your next job!
• Mark Granovetter’s classic study found that most job referrals came through “connectors” linked to other networks
By analogy, the “credibility” of WOM may be overvalued if WOM potential is greatest for
• “Weakly” understood phenomena (puzzles) that are
• “Just mentioned” (not endorsed) to acquaintances
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The strength of weak ties
Strong tiesWeak ties
Connectors
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How do you get a job?Value for job search
Shared networks/knowledgeLow
Weakties
Noties
Strongties
Who’s hiring“out there”?
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What gets “mentioned”?WOM value
Familiarity/UnderstandingLow
“Puzzle”
“Goes withoutsaying”
(Not onradar)
What’s this (and does it work)?
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Who gets told?WOM value
Shared circumstances/assumptions(Implied endorsement)
Low
No ties Ingrown
Weakties
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Implications for EE marketing and program evaluation
Traditional EE evaluation is product-centric• Market penetration/share of EE appliances• Short-term sales results only (if available!)
- Biased toward impact of promotions (rebates) > advertising- Not a good measure of market (consumer) transformation
Move to customer-centric ROI metrics/evaluation• Focus on Customer Equity (competitive acquisition/retention)• Note short- and long-term effects• Assess market transformation at level of consumer
understanding/attitudes (Customer Lifetime Value)• How customers are acquired matters
- WOM customers may be more valuable long-term- WOM credibility may be greatest among friends (strong ties), but
messages (“puzzles”) propagate along networks of weak ties
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ReferencesMark Buchanan, Nexus: Small Worlds and the Groundbreaking Theory of Networks(Norton, 2002)
Mark Granovetter, “The Strength of Weak Ties.” American Journal of Sociology, 78(6), pp. 1360-1380 (1973)
John Hogan, Katherine Lemon and Barak Libai, “What is the True Value of a Lost Customer?” MSI Report 02-108, (2002)
Roland Rust, Katherine Lemon, and Valarie Zeithaml, “Driving Customer Equity: Linking Customer Lifetime Value to Strategic Marketing Decisions.” MSI Report 01-108 (2001)
Julian Villaneuva, Shijin Yoo and Dominique Hanssens, “The Impact of Marketing-Induced vs. Word-of-Mouth Customer Acquisition on Customer Equity.” MSI Report(Forthcoming)
Duncan J. Watts, Six Degrees: The Science of a Connected Age. (Norton, 2003)
Shijin Yoo and Dominique Hanssens, “Sales Response, Customer Equity and the Marketing Mix.” (Presented at MSI’s Advancing Marketing Knowledge: Insights from Theory, Frankfurt, June 3, 2005.)
Source: Villanueva, Yoo and Hanssens (MSI Working Paper, Forthcoming)