Good morning, and welcome
everyone to Killer KPIs: Four Steps for
Getting the Most Out of Your Marketing Analytics, presented by WS. We’re
going to do some quick introductions and housekeeping before we get started.
So my name is Stephanie
Ostermann and I am the Director of Content here at WS. I really have started,
especially in the last year or so, I came in not being super excited about the
data. And now I’m a data convert. It makes creating content strategies that
resonate, that actually drive towards the goal more possible. There’s a lot of
noise in the content space. Finding a way to make content in an efficient way
is key. And data is really one of the biggest tools that we’re employing today.
A few housekeeping items:
we will be recording this session, so the recording will become available. It usually
takes about a day and then it emails out. Feel free to share this with your
teammates and colleagues and we’ll also have the slides available through by
request so the email addresses for that will be up at the end of the session.
We’ll have Q&A at the end as well but feel free to drop your questions into
the question section on the webinar at any time so you don’t forget them and we
will get to them at the end.
if you use the hashtag #WeSolveWithSoul
you’ll be able to reach out to us on social. We will answer questions there as
well if you happen to be listening to the recording at the end or after it
started, we will also answer after, so will always be monitoring that. We’re
going to be here today for 30 to 45 minutes so we’re going to keep everyone’s
time in mind. We know everyone’s busy, but we want to make sure we pack this
time with as much good, solid actionable information as possible.
A little bit about us: we
combine strategic brand marketing with tactical performance marketing. So what
does that really mean? We’re customer centric, always considering the human
side. Strategy first, tactics second, we’re always thinking beyond the funnel.
So looking past the sale, to loyalty and nurturing to create those lifelong
customers, evidence based always applying the data. And we’re getting this all
done using an agile process.
Now to introduce our speakers.
So first up is Graham. Do you want to say hi, Graham?
As you can see Graham has
tons of experience. He is our Executive Vice president of Insights and Analytics
and has been building that team here for five years, really focused on making
sure that we’re collecting, analyzing and presenting findings to clients in a
way that’s useful to them that helps them to build their campaigns in a way
that really ensure success. We also have Susan with us here today, Susan want
to say hello?
And Susan is the co-founder
of WS and with her very strong science background is, you know, a real advocate
for proof and making sure that we’re looking at validating all of our
assumptions, all of our ideas, making sure that we can really backup our
insights with data. I am going to hand this off to Susan now and we’ll hop into
the good stuff.
Well, hi, everybody.
Thanks for joining us. We know we have a whole wide range of different types of
marketers. So if you have questions, please be sure to reach out. If we’re too
general we’re happy to go deeper. If we’re too deep, we can take a step back.
The big thing with starting to think about measuring your data is just a start.
So we’ve tried to keep a happy medium here in terms of trying to hit the top
notes but then also getting into a little bit deeper. So your questions are
So let’s get started.
Thanks, Susan. A little bit about me… One of the reasons that I’m in the
analytics game right now is because I used to work in creative and I used to
work in digital quite a lot. And at times, I felt like I was guessing. I really
wanted to know, you know, what we’re doing – is it going to resonate with the
audience? I want to know if we were heading in the right direction, and more
and more importantly, I wanted to know that what we were doing was making a
difference, and it was working, and driving towards a business goal. So over
the last five years or so, with the explosion of data, I became really excited
and I kind of knew that there was a better way.
On the screen, you can
see there’s some recent research about the modern CMO and it really revealed
that efficiency and marketing is top of mind. So of course they want to become
more efficient, which is really about using data and tech together to make
better decisions. It also revealed that top marketers are faster and more
effective at optimizing marketing resources across media channels and stages of
the customer journey to optimize performance and adapt to the market. So what
that’s really saying is if you can become more efficient, your marketing
becomes more effective.
So the question is, how
do you make faster and better decisions? We’ll use data, of course. Just
another stat where you know, from Google discovered that if your decisions are
data driven, versus using your gut, which is what we’ve done in the past, your
decision making will greatly improve.
The one thing about data,
it’s great, but what it doesn’t do is tell a story. But when you add
measurements, you bring all the tactics together, and it tells you a story and
you get better insights. If you don’t measure what you’re doing, you can’t show
the organization the benefits of what marketing can actually bring to the
So a lot of marketing of
the past we call it traditional marketing. You made assumptions based on how
well you thought you knew an audience. And then you hoped for the best based on
insights and experience. But now we have all this data, as Graham was saying,
to move past it. So these tools can work so much harder than what we’ve ever
done. They can also activate, retain and lead customers into lifetime value
conversations. So the future of marketing is very, very exciting. It’s all
going to be about this data. And what we do with that, and of course, they’ll
still be a human element and creative needs this as much as anybody. So we’re
really excited actually to talk a little bit more on how this comes together.
So let’s get into the
four steps to killer KPIs.
It really comes down to
planning. You know, why are you collecting the data?
I think you know, you
need to do these steps in order to really be successful. So once you can
determine why you’re collecting the data, then you can begin to ask questions.
And you know, what do you want the data to answer. And of the four steps if
you’re going to pay attention to any, pay attention to step two, because if
you’re not asking the right questions, then the data that you’re going to get
back is not going to give you answers that you can make decisions on.
Step three is we’re going
to talk about how you collect the data. It’s really important to plan and to
have a measurement plan to go forward. It’s a difficult thing sometimes to
collect all the data. So planning ahead really makes that much more effective.
And then step four is
analyzing your data. So what are you going to do with the data that comes in?
How can you get insights that are actionable?
Let’s jump into step one:
understanding why you’re collecting the data.
With so much data
available nowadays, we want to make sure that we’re capturing the right data.
Do you want to understand
your audience better?
What are their pain points?
What content is
What channel should we be
You know, are we driving
business growth? And this is a big one for marketers these days, you know, I
need to prove ROI.
So yes, you can, you can
track all these ones, you can capture all these ones. But really, what you need
to do is break them down. And make sure you’re creating a plan to capture that
data and really focus on each one of those reasons that you’re collecting the
data. So once you’ve decided on why you’re collecting that data, you can jump
to step two, which is really about asking the right questions and what you want
to get out of the data. As I mentioned earlier, this is the one that you want
to pay attention to. If you don’t ask that right questions at the beginning, the
data actually will tell you anything that you won’t be able to make any better
decisions and really, over most people’s heads.
I think, too you know if
it sounds like a plea from the head of the insights and analytics team it is because
if we hear one word from Graham over and over, it’s the word “why.”
Yeah, totally. We need to
know what we’re tracking. Because a lot of times, we’re just, you know, one
person is going to say one thing and another person wants another thing. Here’s
another scenario where a CFO is, you know, “are we increasing sales?” So he’s
asking that question, the marketing manager, you know, “how are we performing
different channels?” We really need to bring those together to a common ground
where we can ask that one question that really solves the problem for the
business. It’s difficult though, and that’s why a lot of times people will come
in and say, “Hey, you know what, let’s just collect everything. And then we’ll
decide on things later.”
Which is really a
nightmare for your data team. They don’t know what to pull and worse they’ll
start to ask questions and try to answer your questions themselves. They’re
looking around and trying to pull the data, which means trying to add value to
it, which again, really leads down to, you know, the rabbit hole of hell,
really for them. And for the whole team – it’s really about wasted budgets.
Frustration becomes a part of, and for everyone, when we present the data, and
people are asking like, “Well, yeah, great. So what, I can’t really make any
solid decisions with this data.” So we really need – and that goes back to
Susan’s comment is, you know, why are we doing this? We really need to be
You know, be very
specific about the questions that you want answered.
Did we increase sales?
What is our reputation?
Did we change our
What type of customers
are we attracting?
So these are all kind of
questions that you can ask.
And once we start getting
that first question asked me start digging in deeper and this is really where
set up for success. The
more specific questions are, the more they can be tied to business goals. And
then the best thing about that is the more you can prove the value of
You know, leading marketers
are more likely to measure marketing campaigns against the common business
goal. Metrics such as impressions are open rates, you know, they’re important
to marketing but they’re really hard to attach to business success. So yes, we
want to capture those. We want to know how many people are getting in front of
want to know how email is working, how our ads are working. But at the end of
the day, you need to attach those to the to business success and really understanding
the customer journey and help show how these metrics are leading to revenue
You’re probably not going
to show your email click through with your executive team, but you will want to
share how many people are moving closer to a sale. It’s really all about having
a meaningful conversation with the teams and discussing what measurements and
metrics are meaningful. So a lot of times you can calculate down to an action,
but sometimes you have to back up to go to Acceptance. Like, for here you’re
seeing sales and retailers kind of get in the way between acceptance and
action. So maybe we look at acceptance as being that key performer and that it
really does show how that we’re getting closer to the sale.
So many of our B2B
clients will say that they really understand their customer and they’re solving
a problem for their customer. And so when it comes to the marketing, you know,
we just need to tell them this and they’ll purchase the product. And, you know,
what’s interesting as marketers and companies is we have an idea of how we want
the consumer to deal with us and how we want them to act. And it used to be
back in the old day, you know, I talked to Graham, Graham buys my product, and
maybe I do some advertising around that to get his interest piqued. But that is
our agenda. There’s actually a real agenda with the customer, where we don’t
know anymore as consumers how we found out about a product, we can’t remember
what it was if it was at a trade show, if it was something we saw on Facebook,
if it was something that we saw at a hockey game, we really can’t remember
anymore. Because we’re getting so many messages. So that’s the true customer
journey. And what this data can do is start to measure how they’re actually
coming to know about your product, and then understand the tools and the steps
that they need before they make a purchase decision. So this talks about
content marketing now. We’re moving past up creative platform, we’re getting
into loyalty and automation marketing. There’s so many different leavers that
we have the opportunity to touch.
What this is going to
actually lead to in the future is more machine learning and we’re seeing that
already and you’ve probably heard about machine learning and everything and every
facet of life where more and more the predictive model is happening through
computers. We’re definitely seeing that in marketing with programmatic. And,
you know, bold prediction. I think that Google just released an article again
today that machine learning is going to really lead the way in terms of behaviour.
And it really starts with how well we really understand that granularity of the
one person and what their true journey is. So this slide in itself for me is, you
know, as general as it looks, it’s deeply powerful if you can understand the
leavers of your customers.
This is my favourite
So basically, it’s
representing when everyone’s on the same page, you can move forward with
confidence and then marketing becomes part of the company’s growth edge.
So once you know what
questions you want to answer, let’s start thinking about the goal that you want
to achieve and how it helps achieve a business goal.
So there’s the marketing
goals, but they need to ladder up to the business goal. For example, you’re
saying your business needs to grow in Ontario, but your reputation has been
decreasing in the past few years. So we set the marketing goal to be “increase
brand reputation and Brand X in Ontario by the end of 2019.”
So since I’ve been doing
this for 20 years, we’ve always had a goal like this and advertising, right?
That’s the goal in itself. Isn’t that interesting? It’s actually how we’re
measuring it. And what we’re doing now with this data, and we have a few
clients that are using this tool with us that are actually on the webinar. We’re
able to actually tell them if it’s working or not, because we have real time
measurement versus waiting to hear how it went. So it’s not so much about the
goal being different but not what we do for measuring the goal is extremely
So after you set up your
goal, you can determine the strategic KPIs. So basically what will we want to
do? How do we want to achieve our goal? And being as specific as you can and I
keep saying that again, but more and more, the tighter that you’re asking these
questions, you will lead to better measurements and better strategic insight.
So for this example,
we’re going to set a strategic KPI to grow Ontario customer database by 20%
over last year because we know once we get people in our database, we can then
market to them and nurture them and understand their behaviour. Another example
might be grow Brand X awareness and Ontario by five points over last year, and
really need to kind of set it to against something, so how did we do this
compared to last year, and making sure that you have that measurement?
So then you can jump into
tactical KPIs, which is really the pieces that you’re going to do in your
marketing. They’re the key indicators for measuring success of the strategic
KPI. So making sure that each part of that your tactic is moving up to success
of your strategic KPI, which is moving up to success of your goal. So for here
we do “10% of Ontario visitors to our landing page will opt in.” Or another
example might be, “Let’s increase surge of Brand X in Ontario by 15% month over
month.” And we know that these are leading indicators that people will a sign
up and be moved closer to that purchase.
So I’m going to show you
a bunch of KPIs here that that we use often to determine, you know, what
success looks like. But let’s just make sure when you’re determining what you
should measure, make sure that they’re driving again to that goal and don’t
just measure things because you actually can.
So let’s jump into Awareness.
You can look at things
like search terms: are we increasing the volume of searches?
Viewability: this is one
of my favourite ones here, is that you’re actually understanding who is seeing
your ad? So not just that we’re getting impressions like the one below it. But
it’s actually seeing that people have seen your ad.
We can jump to
acceptance. So acceptance, maybe we’re launching a new product, we mean people
to understand what the products about we described to them, what are the
features and benefits? So these are really those micro-conversions really, that
are steps that are taken towards the macro conversion, which is your action of
what you want them to do. So if they are engaging with content, if they’re
scrolling down the page (so page engagement), are they sharing your content? So
these are all indicators that they’re understanding and they’re seeing the
content that you’re putting in front of them. Are they interested enough to
sign up in your newsletters, are the same multiple uses specific content again,
all indicators that they’re learning, they’re engaging with your content and
that you know more and more than likely they’re going to jump to this action,
which is the main goal of your site.
So this is really we’re
looking here again at Digital. But, you know, we are able to bring in offline
here as well. But things like qualified leads, conversions, sales and loyalty –
these are all the big numbers that the executive team wants to see increased.
So these are some, these are the ones that we’re going to report back to them.
The first two part here, the awareness and acceptance is most likely going to
remain in the marketing world. But really, you know, we need to measure across
that customer journey.
So let’s dig into how
you’re going to collect the data so you can see that monkey rolling around.
Is that like, in your team
or in the leaves all the time? Is it that fun?
I don’t know if it’s that
fun all the time, but it really is sort of getting in and trying to collect. It’s
not as easy as you think, right? It’s, you know, you have all these different
data points, you’re doing social, you’re doing online ads, offline ads website,
you know, you’re bringing in data from your CRM, you’re out and about doing
trade shows, you’re doing guerrilla marketing, those kind of things.
You need to ask, you
know, what are we going to measure? So can we measure all these things? If we
can, when are we going to get those measurements? And then how are we actually
going to pull those in?
So once you answer all
those questions, you can map it out. And you can understand that some go directly
into your visualization tool. Some needs to be manually inputted into a
database and then push it out to your reports. But this is a key point too, is
mapping all this out and how we’re going to actually track it so that you can
have a clear vision and making sure that everything’s been tracked and giving
you the most – the biggest – picture. So how do we visualize that picture is
kind of the next thing that we’re going to jump into here.
There’s many different
ways. We use basically dashboards, reports and different levels of reports. So
no matter how the measurements are being reporting, the goal of these reports
is to make sure that they’re improving in decisions. Dashboards, which is a
really important part of your marketing team, it’s really the command central
for all your marketing and it’s really important to the data team and the
marketing team and allows us to optimize, allows us to get data in real time,
so that we can make those decisions fast and make tweaks as we go along.
You might want to look at
a monthly report. So these reports really allow us to develop insights that
allow us to pivot that campaign. They should be shared outside of marketing so
that you get a clear picture and that you’re not just making some assumptions
on some data that you’re seeing.
And you’re going to look
at quarterly reports. The reports look at the data at a higher level and are
often used to plan in the future, say the next quarter of next year. And these
are the reports that are presented to the executives, and they really focus on
how marketing is driving towards a common business goal.
Graham, how long have we been
I think I just had my
eight year anniversary.
Awesome. Awesome. So this
is not for the faint of heart. And this does take time to keep it. Getting it
tighter and tighter and tighter I think with this is one of the favourite parts
for me because quite often we’re trying to figure out the goal setting and the
business objective objectives with our clients. We used to plan marketing
annually, just like companies plan their business plans annually. And then as
marketers we would create campaigns and then we would come back after the years
done or the campaign’s been executed and try to figure out if it was effective
But now because we’re
doing reporting like this, we can actually pivot. And so we have the ability to
do sprint models that truly maximize spending. And that’s really the name of
the game. It doesn’t mean that your creative has to change, it just means that
your messaging might change. Or you might change different audience streams,
different mediums. And then we continue to pivot and continue to pivot, just
like in the business planning, things are going to change over time. This is a
much more effective way to get that true ROI and into your marketing.
So after you’ve got your
reports, and you kind of how those are going to look and how you’re going to
visualize them, you really want to look at analyzing your data. So we brought
in all the numbers, how can you actually treat actionable insights for the
Well, a few things you
might want to do is share with all your team members. Take the data out of
marketing and share it with sales, share it obviously through C-suite, share
with customer service because you’re getting the details that really can dry
all of these different departments. Don’t hold it and share it all at once and
wait till, like Susan said, the end of the campaign. Share it often. You saw
that, you know, we now have dashboards that are coming in real time: monthly,
weekly reports. But be careful that you share it the right time.
Don’t over share. Make
sure that they’re obviously providing valuable insights. And they’re providing
information and actionable insights that people can take and do things with. They’re
going to make decisions and hopefully they’re going to make their decisions
faster and more. You’re going to be much more effective.
I think too on this
Graham, when we were putting this together, we talked a lot about I know people
can feel like there’s too much or they’re not interested or that’s just the
marketing campaign. Like who cares. I have my own agenda, I’ve got my own
numbers I have to worry about. But if you’re giving them data that they think
is relevant, they’re going to be very interested in the share of that data. And
again, you know, I think we have one of our clients in the webinar that he
helped us get alignment with the sales team so that we can actually give them
meaningful things that they can act on. So that the numbers are so powerful in
it, you know, it’s a little bit overwhelming because they can do anything. It’s
really about the humans at the end of it that decide what they want to get out
of it. And if you’re all singing from the same song sheet, it’s magic.
It’s also important to
look outside of your data. You know, if your business is affected by the
weather, was it sunny? Was it raining? Did that affect purchasing? Did it
affect traffic to your site? You know, did your competitors launch a new
product that can take some traffic away from you can take some buzz away from
your launch? Did your product perform as well as expected? So, you know,
looking at all these things, they are really important to tie into the data
because they can actually affect the marketing performance and potentially give
either a false positive or false negative. So that’s why you get out of the
data and look at some of the things the numbers aren’t really showing.
What happens when the
data is positive? Well, that’s great. I mean, everybody wants the data to be
positive and show success. But did that really translate to business success?
It’s something you have to ask yourself. And, you know, be curious. Why did
that happen? Can Let’s do this again, can we scale what we did? Sometimes it’s
more work than it’s worth, but it really is about how we can repeat this and do
Sorry, I’m going to jump
in because it just reminds me – actually maybe I think it’s Tom Hanks. That is
reminding me, how many times have you as a marketer been asked to just create
something that’s can go viral? Can we just create something that can go viral?
And I think when Graham mentioned to your business success, a viral campaign
doesn’t necessarily mean that it’s been successful. It might help with your
awareness. And it’s always a great buzz. And for marketers, we really, really
love the positive because we want proof all the time. But now we have real
proof. And the real proof can actually come in sales numbers, and we can
actually be part of the real agenda. Not that we weren’t before but we can do
it in such a meaningful way. So it’s well beyond what a viral campaign can do,
or the next idea and, you know, creative want this as much as anybody in our
shop, the ability to have insight from the data. But it’s not just you know,
how many likes you get or how many shares. There’s a much bigger story to be
told in data.
You know, we want to want
to see did we get lucky, and that’s talking about those outside influences.
Maybe something happened that we were the only vendor around that day. And if
it’s something that, you know, you can’t repeat, but so that’s where you need
to look around and look outside of your data.
And most importantly,
enjoy your success, because it’s not always going to happen. But take that
success and really start planning for the next campaign.
This may be even better,
as you know, how do you handle negative data? Again, I think it’s important to
be very curious, you know, why did it happen? We like to say there’s no fails,
there’s just learning. Because if you obviously if you keep doing the same
thing over and over again, yeah, that’s a fail. But if you take what you see is
happening, and you learn from it, and you adjust, you know, admit that we tried
it and it didn’t work. You know, maybe look at things like did we target the
right audience? Did the ad tell the right story?
Where are people dropping
off? Why aren’t they getting to where we want to go? So, you know, each
negative experience forces us to look and adjust and look for another solution.
You know, I just want to see, you know, Tom here, you know, maybe his strategy
of becoming best buddies with the volleyball wasn’t great. So when the
volleyball left, you know, he had to adjust and he had to find a way to get off
Yeah, experience talks
again, you know, just to highlight where we’re moving in marketing before we
used to sell a campaign, you know, you think of the days of Mad Men, and it was
trying to get people excited about an idea. You know, if we’re in marketing, we
should be taking risks. We’re not always going for the tried and true, but
really know we’re moving into the business of growing a client. So this is
growth marketing at its best. And being curious, is, is by far the best way to
do that. And being really excited about what this data can tell us is
fascinating for marketers.
With the ability with
digital and being able to run some small portions of an ad, I think it’s a
great way to test and I think you need to add testing into your marketing plan.
I think it’d be silly not to so especially with the data and how we can run a
quick test and see how it worked. But I think again, that’s all about being
So you know, really, you
can do all this stuff, you can plan, you can ask the right questions, you can
capture the data, but if your team isn’t on board, it’s really not going to be
successful. You’re really just preaching to yourself. So I think you know, to
be successful, and to get the most data, you need a team that values the
importance of data, values, importance of measurement, and really embraces the
evidence. So going back to that positive and negative feedback, don’t see this
negative feedback. See it as this is what the audience worked. This is what they
said work and really move forward in that direction and see it as a positive
So that’s really it! That
kind of wraps up the webinar. You know what, we cranked it out in 31 minutes.
So we now have some time to do some Q&A.
So I have a few – all
people are typing furiously. I know you all have lots of questions, we’re going
to drop them in the questions box.
We first heard about when
sharing that data with internal teams. How do you decide what to share with
them? Which data to share with which team? Do you just dump it all off and let
people sort through it? Or how do you do that?
No, hopefully, if you’re
in anything, that would be the bad way to do things. We have many clients that
are collecting data and they’re on their teams currently, or just sort of
handing them back a sheet with numbers. So I think it’s really once you ask
those questions and you determine what you want to achieve and what the data
can give you, then it really actually shouldn’t be fatigue. But also, you know,
like I mentioned before that the executive team’s not going to want to know
about your email, click through rate. They want to know about how it’s driving
business. So as long as you’re providing reports that they allow people to make
decisions faster, and they actually use it to make decisions. I think people
want the data all the time, so they’re not really going to be fatigued. So just
keep that in mind is, you know, are you answering their questions? And are you
providing the information that allows them to make decisions faster and grow
And I think the C-suite
really wants to know that they’re getting the best investment out of all the
different pieces, you know, whether it’s in the product manufacturing, or the
sales team. Marketing now has a real important voice at the table. And so what
we’re seeing with some of our clients is they’re actually using these
measurements to validate their business models. And you know, marketing now is
we work into more digital programming and software as a service, we’re becoming
instrumental in terms of actually validating that the business model is right.
And that actually goes back into the marketing in terms of the creative
platform. So if this is if this story is told properly, people will be very
interested. But I think it goes back to the Raptors picture. If everyone hasn’t
bought in, you have to find a way as the marketer to help them get bought in
and probably, you know, small bits that really resonate. Everyone can have a
voice in this. If you have accountants that are asking financial questions, let
them be a part of helping determine what the measurements can be. Let them
brainstorm, let the let the CU be involved with what they would really like to
measure. And then as a marketer, you can work with your team to figure out, you
know, how that rolls back into your marketing objectives.
We have a question from
Mike Allen, who says hello.
We’d like to know a
little bit more about what tools we’re employing for dashboarding. It’s a long
Yeah. Well, hey, Mike,
thanks for joining. Mike and I worked together for many years. But yeah, so
it’s nice to hear that he’s there. You know, we use Google Data Studio. We’ve
looked at another program called Grow. Obviously, Tableau is a good one amongst
different users. We found that Data Studio does what we need it to do. It’s
also well priced at you know, zero dollars. So that helps us manage our
finances. And it really, you know, it ties into different Google tools very
easily. And it really continues to grow. They continue to keep updating things
there and really allows us to display the data in different ways and is really
a great visual tool.
Speaking of costs of
things, when it comes to budgets, budgets shrinking, people having to manage a
lot of different business goals with a very set budget. How does this work? How
do you decide how much of your budget to put towards data?
Yeah, this actually comes
back to how important is it. So if this becomes part of your business parameters,
then budget accordingly. You know, we’ve been working in a moving marketing
agency through this and actually, we take a percentage of the spend. And so we
allocate a certain percentage based on the sophistication of our client. So if
they’re just putting a toe in the water, we’re still using the same thought
process, but there might not be as much weight, put on the measurements because
they’re not quite ready for that deeper dive. Where our more sophisticated
clients, we’re doing a lot of things. We’re measuring how their CRM is
interacting with our marketing automation, which is then building into their
loyalty programming. So that becomes a little, a lot, a lot more sophisticated
in terms of how important the measurements are driving it. We also allocate
budget at the front of our planning. So you know, we used to do it: do the
campaign, measure at the end and go, that was nice. Let’s do it again next
year. Now we’re taking all of that data and learning and we’re applying it to
the following year, the following campaign cycle. So you’re never done your
campaign now. You’re always tweaking it. And we’re always adjusting. So every
year we’re getting smarter and smarter. And this is where I really have to say
that we’re going to be looking at machine learning coming into this in a big
way. And so this automation is only going to continue and so in terms of
investment, it’s really about understanding how valuable it is and then we
Last question. Does the
information ever surprise you?
Yeah, every day. But
that’s okay. Because we are tracking it, you know.
We would reign the data
in together into a dashboard. We are in their daily, we’re looking at how
things are performing. The surprises are short lived because then we can act on
them. The worst surprises are you see something at the end of a report, or a
campaign? We used to do this years ago and like Susan mentioned, we would
launch things and we would then wait and then oh, let’s, let’s see how things
did. And we wouldn’t have the right questions. We’d be digging up for the
answers, and there would be all kinds of surprises there, but we couldn’t do
anything about it. So surprises aren’t bad. What is bad is if you don’t notice
them or notice them too late. So yeah, we’re constantly surprised.
I think the biggest
surprise for me and (no surprise) is that marketing is tremendously
undervalued. So when we start to actually put in the conversation that goes all
the way to the sale, we see the power that marketing truly has. So we all
believe that marketing works, otherwise, we wouldn’t be doing it. But when we
start to put numbers to receive the potential, and how actually under-estimated
it is in companies, and I think we’re going to continue to see shifts in those
budgets as we become smarter about our marketing, ROI.
Before we got started
this morning, we had a poll up. So let’s look at that poll results because this
wouldn’t be as fun without some live data.
So we asked how well does
your organization apply data to its business and marketing plans. And it looks
like everyone either feels like you’re doing a great job or you’re doing okay
but could use some more. And I think that that’s becoming more and more true.
You kind of have to at this point.
So thank you everybody
for participating in that. And also people who arrived late wouldn’t have seen
that. If you have any questions or would like the slides or want to come in and
have a coffee, feel free to email Graham or Susan, reach out on social, pop us
an email. We would love to chat more. Our next webinar will be in September. The
topic is growth marketing. So keep an eye out for the announcements about dates
and signups for that. So come later in the summer.
Yeah, thanks for your
Stephanie has eight years of experience in content strategy across all channels; specializing in content creation, execution and deployment, social media scheduling and community management. She holds her Bachelor of Arts in Professional Communication from Royal Roads University. Stephanie wonders how communities define and redefine themselves both on and offline. You can connect with her on LinkedIn.
Susan Groeneveld is VP, Strategy at WS. You can connect with her on LinkedIn.
Graham Kahl is Executive VP, Insights & Analytics at WS. Gain more of his insights by connecting with him on LinkedIn.