MxMIndia

Tag: digital media

  • Digital Media advertisers end up creating metrics which are not 100 per cent aligned to the business goals, which they wish to achieve, with campaigns being driven via digital media planned, says Siddharth Puri

    The Anchor: 5 reasons why advertisers don’t get desired ROI from Digital Media plans

    By Siddharth Puri

     

    1. Advertisers inability to identify right metrics to evaluate media plan performance

    Digital Media advertisers end up creating metrics which are not 100 per cent aligned to the business goals, which they wish to achieve, with campaigns being driven via digital media planned. For example, e-commerce advertiser looks to advertise and drive more transactions, but instead deploys money on media and optimizing media plan for a metric such as number of visits received on the e-commerce store front, instead of owning up to all metrics in the funnel till business objective of transaction. Lot of advertisers end up treating metric like on-site conversion ratio as black box instead of demystifying up to product searches, carts created, number of users reaching closer to end metric of transaction and optimizing media plan on deeper in sales funnel metrics.

     

    2. Cross Digital Media Channel Attribution Management

    Digital Channels have evolved from being a single channel to a medium with multiple media channels like social, search, display, mobile, affiliate among many others. With advent of multiple channels and ability to measure via technology, it is important that the advertiser doesn’t make a mistake in establishing, not only channel which leads to last content before conversion of customer in campaign, but the medias which lead user down the funnel.

     

    Performance channels like Search and affiliate networks sit lower in funnel and closer to conversion, but study of users’ path before conversion reflects strong display activities with correct frequency and media placement on media plan reflected as high as 50-60 per cent work done to influence conversion.

     

    3. Digital Media plan created with over-dependency on single creative format type

    To create 360 degree impact, it’s important that all formats, including Mailers and Text Ads, beyond Display should be used effectively to capture the user intent created. What’s required is the ability to synchronize communication across formats to deliver higher ROI than single creative format type plans.

     

    4. Measuring of Google as single property/channel on media plan

    Google is made up of multiple line items for an advertiser for instance:-

    1. Brand Keywords – Users search for your branded products and are captured via Google text ad words advertisers at the cheapest cost. The ROI should compete with your SEO/organic traffic metrics as there is no effect of advertising but ability for technology to funnel direct demand for you. 30 per cent is the ideal spend for a brand advertiser.

    2. Non Brand Keywords – Spend done on this bucket is for placing your ads in front of category specific searches happening and trying to influence or win SOV – 40 per cent spend for an advertiser

    3. Google Content Network – Spend done on this bucket is to place your ad in contextually relevant environment basis audience targeting driven from content on page taken as input or measurement of relevance. This category constitutes approximately 30 per cent of an advertisers spend

     

    From a ROI cost perspective, the above channels have been listed in order of their cost to return ratio, indicating clearly that the average ROI delivered by Google is lesser than ROI metric achieved on non brand keyword due to averages from brand keywords making other channels on digital media plan look ineffective in meeting goals. If, as an advertiser you treat all the three as different channels, you will be able to increase ROI efficiency on your media investments by 30-40 per cent.

     

    5. Ad Network buys which constitute 20 per cent of the media plans are bought on price with comparison of channel against Search than Display Properties

    Ad Networks are fundamentally Display Format Publishers and hence inherit strengths and weaknesses of Display. Their performance and optimization which can be achieved is similar to display properties. One uses Ad Networks over display properties due to the technology which brings along additional optimization capability beyond creative and placement optimization. Digital Media plans are being developed as operations plan rather than strategy plans. If brands marketers/advertisers change their approach to Digital Media plans, they will be able to generate desired ROI since the Demand being less than Supply scenario still exists on digital media.

     

    Siddharth Puri is the Business Head, Tyroo Direct

     

  • The seventh edition of Indian Radio Forum (IRF) discussed quite a lot of issues on the strength and opportunities of radio, the road ahead for the medium, especially with FM Phase III expansion

    Takeaways from IRF 2012 (+Vdo)

    By A Correspondent

     

    The seventh edition of Indian Radio Forum (IRF) discussed quite a lot of issues on the strength and opportunities of radio, the road ahead for the medium, especially with FM Phase III expansion, how to maximize radio’s assets and how to gain share of market spend; the use of social media and monetizing it and much more. MxMIndia spoke to couple of industry veterans on their takeaways from the IRF 2012.

     

    Mr Premjeet Sodhi, COO, Lintas Media Group:

    One major takeaway with which I am going back is that while there are issues on how radio is performing commercially, there are certainly people who are passionate about the medium, and therefore, there are a lot of possibilities on how to do well on radio.

     

    The second major takeaway is the use of social media and radio, we had never thought of a subject as such. Radio has a lot of potential to work along with social media and be commercially successful as well.

     

    Third, I don’t think we are doing enough for radio, overall as an industry. There is, however, a lot of scope for improvement in this area.

     

    Mr B Surender, Senior Vice President, and National Sales Head, Red FM:

    I think the RAB (Radio Advertising Bureau) style of evangalising the medium is needed because UK’s RAB is so active in not only the developed markets like the UK, but it is also quite active in developing markets like South Africa.

     

    InIndia, probably, this kind of promotional activity is required for radio as a medium, because in India FM radio started very late and it did not get enough time before social media and the online or digital media arrived. Therefore, I believe there is a different need for a RAB kind of body which promotes radio.

     

    Mr Vinay Bhatia, Customer Care Associate and Senior Vice President – Marketing, Shoppers Stop:

    I think each industry within radio should develop its own tools, and this is really important in judging the input-output in efficacy because I am not chasing radio just for reach, OTS or number of impressions. Radio, as a channel, is a response medium and so it must deliver much beyond intermediary variables, it must deliver final business variables and I think radio can do that. However, it depends on how well a radio channel partners with a client, wherein the client is also willing to share some amount of data and information and a radio channel is also willing to partner it and jointly experimenting which works for all of us.

     

  • A new weekly column by Paritosh Joshi, until recently CEO, Star CJ. Given his varied experience in the media and industry bodies, Mr Joshi will analyse issues concerning the business of media, measurement and research

    Media Matrix: Valuing Audience – Part II

    By Paritosh Joshi

     

    Remember the 5 weepies that you were forced to watch because of your spouse? The maverick British automobile journalist? The irritatingly intrusive news editor? If you do, we met last week. And even if you don’t, I’m going to try and make this week’s 870 words stand on their own feet.

     

    We signed off last week wondering about whether audience quality, and not just quantity, could be measured objectively. And whether current systems of audience measurement pay enough attention to measuring audience quality. The questions were tainted by an assertion that “In the relentless focus on audience volume as the prime metric, we have lost sight of audience quality”.

     

    Why does audience quantity take precedence over any other measure, particularly in a market such asIndia?

    • Almost every product category has low penetration, or in more technical terms, low Category Development Index
    • Marketers’ primary priority is to reach the widest audience to build awareness about their product/category to stimulate demand
    • When width becomes paramount it is easy to see why quantity always wins over quality

     

    The arrival of satellite television inIndiain the early 1990s was the first intimation of accelerating media proliferation. An unregulated regulatory environment in its early years and limitless viewer demand for exciting, entertaining content fuelled a torrent of channels, and indeed genre innovation which continues unabated over two decades on. Coupled with rising incomes in a domestic consumption fuelled economy and steadily growing literacy, India also saw simultaneous growth in the print media and, with the advent of better telecommunications in the last decade, the ‘new’ or digital media. Making systematic and reasoned choices in this era of abundance was no longer the simple exercise that media planning used to be in the stone age of media scarcity that preceded it.

     

    Enter- the media agency of record.

     

    The challenge for advertisers was just this: how to reach the largest audience at the least cost. Inevitably, the agency’s singular task was to stitch up defined audiences across multiple vehicles at the lowest CPT (cost per thousand) or CPRP (cost per rating point). Conversely, advertising sales personnel at all media outlets were under pressure to offer packages that were compared relentlessly on cost almost to the exclusion of everything. The age of quantity had arrived.

     

    We will leave the hurly-burly of the media market for a moment and look at how audiences are actually measured and how these measurements are consolidated into reports.

     

    Television measurement involves peoplemeters; devices connected to domestic TV sets that keep track of who watched what, when. These peoplemeters, once installed in a home, track TV consumption around the clock, through the week, across months and years. These days, most have inbuilt communication apparatus that enables them to transmit their observation record to a central server without human intervention. The central facility now consolidates thousands of individual viewer readings into audience ratings, again with little human intervention. Ratings report second by second ebbs and flows in audience aggregates. Cross sections – by second, minute, hour of any other time interval become more important than how a particular individual, or household, or even demographic, spent a day interacting with TV.

     

    Other media, most prominently print, are measured by large scale media surveys like the Indian Readership Survey or IRS. Thousands of households are contacted across the country to map print, TV, radio, digital and other media consumption along with detailed information on usage of a wide range of consumables, durables and assets (such as personal transport). Here too, the system is geared to deliver cross sections of readership, listenership and so on, rather than examining how an individual, household or defined demographic consumes across media and product categories.

     

    In days of yore when data tabulation, summarization and analysis was done manually, examining and interpreting research information, whether for  TV or any other media, on a ‘longitudinal’ rather than ‘cross-sectional’ was practically impossible. While individual cases might be studied, purely for anecdotal value, there was no practical way of subjecting, large parts of, or the entire sample itself, to cross-sectional study.

     

    WithMoore’s Law having given us exponentially growing computing horsepower and data warehousing, this impediment no longer exists. Imagine an individual’s TV consumption across a week. From spiritual or yoga type programs in the early morning, through news and business during the day to action, drama, music, talk and comedy in the evening night, she has a wide range of content on her plate. And when you start looking at her ‘TV timeline’, and start comparing and contrasting it with the thousands of others, you will find others that are rather similar, somewhat similar or rather dissimilar to hers. Simple, least squares type, approaches can scan across timelines to find patterns of behaviour.

     

    In much the same way, the entire mix of product and media consumption of individuals or households, rather than cross sectional tallies, can also be run on respondent level data in studies like the IRS.

     

    Shifting attention from cross sections to longitudes or timelines – of moving from a cross-sectional view of audiences to actually understanding how they behave and what they consume across time and place is the difference between understanding audiences as quantitative aggregates or behavioural phenomena.

    Paritosh Joshi was until recently CEO, Star CJ. He has been a marketer, a mediaperson and been a key officebearer on industry bodies. He can reached via his Twitter handle @paritoshZero

     

  • The very fact that large clients are investing in digital media shows that clients are spending serious amount of money to manage digital, says Atul Hegde

    Atul Hegde on why Digital is no longer New Media

    By Atul Hegde

     

    1. Serious spenders on traditional medium are now leading the way in digital spends

    When advertisers from the auto sector, FMCG, Corporate brands, Consumer Durables and other serious spenders, which for long have been spending heavily on traditional medium, begin to spend heavily in the digital media, it is the first indication that digital is no longer a new media.

     

    2. Large clients now have digital media/brand manager

    The very fact that large clients are investing in digital media, whether they are from the auto sector, telecom, FMCG’s, consumer durables  and so on, they have today either digital media managers or digital brand managers. This, in itself, shows that clients are spending serious amount of money to manage digital.

     

    3. Senior clients are regular consumers of the medium

    For any medium to succeed it is important that people who are buying it are also consuming the same medium because only when they consume that media will they realize the power of that media for their brands. Today there are senior clients who have become regular users of the medium.

     

    4. Movies and Cricket video consumption on digital has exploded

    Clients go where there are eyeballs, and inIndiawe view more than we read.Indiais a country where we consume films and cricket, both of which are heavily consumed on the internet. For instance IPL online has seen more viewership this year than the year before. Therefore, the more videos we have on movies and cricket, the more the audience will spend time viewing the videos and as a result, more advertisers will spend money on that medium. The explosion of video consumption inIndia, therefore, is bringing in more serious advertisers to digital media.

     

    5. Emergence of digital media awards (last count there were more than half a dozen)

    Today we find so many digital media awards, which only mean that clients are keen to win awards for digital. In fact, awards are a good way to boost the medium.

     

    Atul Hegde is the CEO, Ignitee Digital Services Pvt. Ltd

     

  • Young people are willing to be advocates of brands on social networking sites as long as they trust it was the key learning at MTV Power of One – Youth Marketing Forum 2012

    Authenticity and engagement is what brands must give consumers: MTV youth summit

    By A Correspondent

     

    Brands today need to listen, learn and begin to engage with the youth; they need to be authentic as young people today are willing to speak positively about the brand they trust. These were some of the points discussed at the ‘MTV Power of One’- Youth Marketing Forum 2012.

     

    Ms Angela Barkan, Senior Director, Marketing and Publicity, Sony Music Entertainment; Mr Chetan Bhagat, Author of five blockbuster novels; Mr Andrew Ridley, Executive Director and Co-Founder, Earth Hour; Mr Henri Holm, Senior Vice President, Rovio Entertainment, the creators of Angry Birds; Simon Smith, European Digital Director at Interbrand were some of the speakers at the Youth Marketing Forum which saw presentations and a panel discussion on ways to engage the youth in the digital media era.

     

    Aditya Swamy

    The MTV Youth Marketing Forum 2012 kick-started with Mr Aditya Swamy, EVP and Business Head, MTV India sharing some of the findings from the MTV’s study on the Indian youth. The study titled ‘Power of One’ was unveiled on Friday, April 27. Mr Swamy said that over 5,000 youth were interviewed across the Country and an overwhelming 76 per cent said that they are happy with their life. According to the findings, for today’s youth family is more important than their friends, as a lot of young people see their parents as their role model.

     

    The survey also says that 97 per cent of the youth believe that they can bring about change and that social media has given them a voice, thus making them feel empowered. “Single screen engagements are not going to work, today web and mobile are required to engage the youth. Today the youth do not need inspirations but engagement, so there needs to be a two way conversation. If brands learn to keep the promises they make to their consumers, it will see more people, particularly youngsters flocking towards their brands” Mr Swamy added.

     

    Andrew Ridley

    A good idea needs good platform:

    Mr Andrew Ridley, Executive Director and Co-Founder, Earth Hour spoke about how the movement first started in one city -Sydney, before it became a global movement. He spoke about how every individual has the power to change the world they live in and how social media strengthens that power and provides a vehicle to take action. Citing the example of how Earth Hour was designed to build reach and increase its reach to billions of people around the world, Mr Ridley was of the view that a good idea needs a good platform in order to reap rich benefits. “I believe that for the first time we have the power to connect. We are still at the initial stage of creating a big change, but if our core idea is relevant and connected to the young people in particular, it will lead to a huge change in the world” said Mr Ridley.

     

    Henri Holm

    It’s all about communication…

    Speaking on the success story of Angry Birds, Mr Henri Holm, Senior Vice President, Rovio Entertainment, said that it took the company nearly eight years to be where it is today. He also spoke about how to engage the younger generation with the powerful concept and the characters and also how the distribution channels were also chosen carefully to reach out to the millions and to be of service to the fans. Since youth is the core TG, Rovio Entertainment hopes to stay relevant, connected and constantly find new ways to engage the youth.

     

    Besides the online experience, Angry Birds also gave the audience offline experience of the game, thus not only engaging its TG but even getting newer audience. “One of the reasons for the success of Angry Birds is its simplicity. We put a lot of weight on communication and feedback from our audience, therefore for us it is all about building business with fans and not features. Angry Birds is a permanent part of the youth culture and our aim is to further service the youth efficiently in the years to come.”

     

    Chetan Bhagat

    Reaching out through social media

    Author of five blockbuster novels, Mr Chetan Bhagat, also known as the marketing guru gave his insights on marketing. He said that social media is a good way to execute the power of one: “Social media has become very popular today and one must know what a Facebook or a Twitter is. As far as I am concerned social media is a great platform, my goal is to reach out to maximum number of people and social media is one of the ways to reach out.”

     

    He said that one of the reasons why his books worked was because the plots were tight, they were unputdownable, the language was simple, and the characters were relatable. Mr Bhagat also gave some insights into the mind of the youth. He said that the youth today has the ‘hunger’ to do well in life, to gain respect and make money; that they want an education that could provide them skills that would help them make money. Besides the love for their careers and seeking out their love, youth today deeply care for their country and are willing to clean up the system.

     

    Simon Smith

    The power of one

    Mr Simon Smith, European Digital Director, Interbrand spoke about the power of conformity, and the willingness to conform publicly in order to attain social rewards. We need to understand the power of one and how powerful it is. The power of one, I believe, is simply about being human. One must not move with the crowd but, remain an individual he or she is supposed to be. “Fundamentally, as humans, we haven’t changed much, but our expressions to our needs have dramatically changed with technology, society and changing power structure. The relation between brand and consumer has fundamentally changed, so if a brand makes a promise to its consumers, it better deliver on those promises or the consumer will never trust the brand and influence others to rebuke the brand too.”

     

    Angela Barkan

    Authenticity and the art of listening to the youth

    Ms Angela Barkan of Sony Music International spoke about millennials, youngsters aged between 12 to 30 years. She was of the view that millenials are multi-taskers and optimists, that they expect brands to be authentic and have two way communications with them. She also said that this is a group which loves to share and that they define themselves by what they share. She also said that this unusual group is found mostly online. “Collaborations and interactions are very important when talking about music as it results in lifelong fans. However, there is a need for brands to be authentic because if a brand is authentic, then millenials are willing to speak positively about the brand they trust.”

     

    Reaching out to the youth

    A panel discussion which included eminent panelists like Mr Avinash Pant, Marketing Head, Nike India; Mr Sumeet Pahwa, DGM – Marketing, TATA Docomo; Mr Vikram Malhotra, COO Viacom 18 Motion Pictures; Mr Bejoy Nambiar, Director and Screen Writer; and Mr Ayushman Khurana, VJ turned Actor and was moderated by Mr Nikhil Chinappa, VJ and Founder, Summer Sunburn Festival spoke about the difficulties of marketing to the young generation and the possible ways of reaching out the youth. They also spoke on the role of social media marketing and whether social media is actually an effective tool to reach out to the youth.

     

    Mr Pahwa spoke about how the social media is a big platform to engage the youth citing the example of how it helped Tata Docomo successfully engage the youth by having a two way conversation with them.

     

    According to Mr Malhotra, “Brands need to listen a lot more, even to criticisms, and problems must be solved as and when brought by the consumers. The attitudes of the youth are fast changing, today they trust their family and friends more than the brands, hence brands need to listen, learn and begin to engage with the youth.”

     

    Mr Pant was of the view that the youth today are looking for innovation: “Things are moving so fast today that our conventional thought process itself needs to change drastically. We have to think a lot more digital.”

     

    Ayushman Khurana pointed out that the youth do not have the patience to listen, but they do have a strong opinion about films or any other product or brand. So one needs to understand its audience and find ways to connect with the audience and have a two way communication with them.

     

    Be authentic, have a two way communication, listen a lot more to your consumers, respond to criticisms and fix problems because young people are willing to be advocates of brands on social networking sites as long as they trust it otherwise brands must be ready for a backlash. These are some of the lessons to be learnt from the MTV Youth Marketing Forum 2012.

     

  • Luna Biswas says that communication agencies need to make two elementary changes in their outlook towards the digital space… The current approach of engagement with social media is dangerously short-sighted.

    [PR Channel] The digital revolution: Opportunities for PR

    By Luna Biswas

     

    It would be incorrect to say that traditional media is losing its sheen from the perspective of news vis-a-vis the digital media. While the latter is gaining ground, it is imperative to understand how the internet can be effectively used to position communication from PR perspective. In today’s day and age, web provides the platform to create and publicise content without waiting for a newspaper to print the same. Every individual has the power to write/upload about anything, be it good, bad or ugly without being vetted.

     

    The problem that comes to the fore is the legitimacy. While online versions of newspapers and portals have the credibility factor, it is the individual who can – through blogs and social media – impact a brand, for that individual has a captive audience who trusts him more than they trust a news item. and this is where the difference between traditional and online media is for the PR community. a potent tool that has to be integrated and monitored for reaching out to the key target audience.

     

    Where, then, is the solution? For PR agencies it is impossible to overlook the digital world. Every available tool counts to create an effective public relations campaign. The paradigm shift, or at least partial shift, has to be from depending on social networking sites and moving towards creating online mastheads for clients. Social media or social networking sites have to be used as tools and not the end means to reach out to the target audience. The problem with social media is that it doesn’t engage customers with brands after a point in time but actually takes users from brands.

     

    Integrated communication agencies need to advise clients, and create for them a strong masthead by sourcing their audience from the social media spaces. Unless a digital campaign encompasses the “own” space for audience to engage with a company/brand, the campaign will not be successful. a platform has to be created where the audience can engage with the brands in terms of proactive interaction.

     

    Dell and apple are two great examples that have created platforms to communicate with customers and vice versa. What they have ensured is that the audience uses “that own” space to interact, vent their ire and communicate requirements. From a digital campaign perspective, it is something that needs to be deeply looked into. The mechanism used by these companies has resulted in keeping the audience on one platform, without them using another platform to complain or run down the brand.

     

    a successful online PR campaign has to be evolved keeping in mind how best the consumer can be attracted and kept within the precincts of the brand for which the communication has been devised.

     

    For this to take place, communication agencies need to make two elementary changes in their outlook towards the digital space. First, they need to recognise the need to build unique spaces because they are the mastheads of the digital world, not simply search tags or social media ‘like’. For each brand and company, the agency has to build different grand strategy of owning the constituents and making their masthead the most powerful gathering point for the brand.

     

    The planning of these spaces has to be unique for each brand, and based upon content power that drives conversations around the brand. Like advertising, which has learnt that the most effective way to build memorable brands is by creating cultural connects, the chore for integrated communication managers will be to create new spaces where the audience is offered the entire gamut of experience that he would experience from a newspaper. The current approach of engagement with social media is dangerously short-sighted because the brand is engaging in a conversation with the audience.

     

    Luna Biswas is Vice President, Member-Leadership Team, Hanmer MSL Communications Pvt. Limited. a part of the MSLGROUP