Step 1
  • Become a true marketing leader. Build the Influence of marketing on core business strategy.

    Learn from those marketers who are successfully shaping the CEO agenda. Research shows that the top 5 determinants of business impact by marketing are:

    • Build a powerful team with the right mix
    • Deliver business returns, no matter what
    • Focus on tackling the big business issues
    • Fall in love with the business, and everything about it
    • ‘Walk the halls’

    (Source ‘Beyond the marketing budget’ Patrick Barwise)

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Ask yourself...

Developing influential marketing leaders is a crucial part of improved marketing effectiveness. Despite endlessly saying that they want to be more customer-focused, many firms don’t have a marketer on the top team and marketers are too often confined to a supporting role. This marketing leadership deficit constrains not just marketing effectiveness but also the broader ability of businesses to grow.

Q1. How influential is Marketing in your business on the CEO agenda and broader business strategy?

Step 2
  • Inspire and connect all stakeholders around a shared purpose to deliver a seamless customer experience

    Lead the quest to identify and maximise the ‘Value Creation Zone’ and then deliver it to the market. This marketing effectiveness sweet spot is where consumer needs and company needs intersect.

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Ask yourself...

Research shows that over-performers in marketing effectiveness win by connecting marketing to the rest of the organisation and the CEO’s agenda. These organisations inspire all stakeholders around a shared purpose, focus on embedding strategy and tracking execution, organise to deliver a seamless customer experience, and build capabilities via the right skills and resources.
(Source: Marketing 2020, Kantar Vermeer)

Q. How connected is Marketing to the rest of the organisation, inspiring all around the delivery of a shared purpose and seamless customer experience?

Step 3
  • Embrace a test and learn approach and ‘safe to fail’ culture, to fuel innovations in effectiveness practice.

    Learn how to embrace and leverage failure. Experimentation is still counter-cultural for most organisations. In a high innovation culture you can expect a minimum of 2 out of 3 tests to fail(Source: Andrew Warner: What can a test and learn culture teach us about managing risk? ) and that is a big ask for many companies.

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Ask yourself...

But the more you fail the faster you learn. Experimentation breeds an innovation culture and increasingly experimentation at scale and pace is a precondition for business success. This is a key marketing effectiveness driver in the digital age, it enables you to identify winning content and continuously optimise the channel mix. It brings real world evidence of behavioural impact, fast, and based on causal links not just correlations.

Organisations that succeed embedding a test and learn culture do not just focus on the short term. Testing must serve the long-term purpose of the brand to really drive growth.

Q. How strongly does your business embrace experimentation and a ‘safe to fail’ culture?

Step 4
  • Break down silos across the business – starting with Marketing.

    De-silo both departments and data and improve cross-functional and cross-organisational ways of working. Avoid Marketing becoming just another organisational silo by openly engaging with, informing and connecting all customer touch-points.

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Ask yourself...

Research has shown that there are 12 deadly silos within organisations that are persistent and pervasive obstacles to change and collaboration.
(Source: Wharton Future of Advertising programme).
And less than one in three organisations are currently joined up enough to deliver a compelling, coherent customer experience.
(Source: Deliver a winning CX: Join up to stand apart, Brand Learning)

Q. How advanced is your business in breaking down organisational silos and adopting new, more fluid ways of working?

Q. Is you business joined up enough to deliver a seamless customer experience across all touchpoints?

Step 5
  • Evaluate marketing activities on their contribution to overall business objectives, and apply a common standard to measurement

    Do not ‘mark your own homework’. Marketing, and every individual marketing channel and discipline, must be obviously aligned with the broader business objectives. Or it will continue to be a silo and will not contribute the delivery of a joined-up customer experience.

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Ask yourself...

Regardless of the individual efficiency measures of each marketing element or channel, you must make sure the measurement of all customer touch-points have a common core currency – their contribution to overall business objectives. These must be both short term in terms of revenue growth and behavioural impact, and long term in terms of customer value and relationship impact.

Q. Is your measurement of all key channels and touchpoints aligned with the delivery of overall business objectives (not just specific marketing KPIs)?

Step 6
  • Connect the short-term to the long-term

    Prioritise long-term brand building over short-term activation. Research shows that growth tends to suffer from an over emphasis on short-term activation. As a start point the optimum balance was found to be around 60% Brand Building and 40% Activation for most businesses.
    (Source: Media in the Digital Age, Les Binet and Peter Field)

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Ask yourself...

It is a challenge to connect the long and short-term. Out of necessity businesses must act in the short term, but the real wins will always in the long-term. Achieving the right balance can create sustained growth, a ‘boom-loop’ of customer driven advocacy and sustainable growth, as opposed to a ‘doom-loop’ of low value customers and high churn.
(Source: Nigel Gilbert of TSB in ‘What Is The Right Way To Judge Marketing Investments’)

Q. Do you have the right ingredients in place to fuel sustainable long-term growth?

Q. Do you have evidence that you have the right balance between short-term activation and longer-term brand and business building?

Step 7
  • Focus on achieving high reach and new user growth before utilising targeting and loyalty.

    Don’t trade targeting for reach. All the evidence – supported by recent analyses of the IPA DataBank – is that brand growth is driven by reach, that is, the mental availability of your brand to consumers, and attracting new users.
    (Source: Media in the Digital Age, Les Binet and Peter Field)

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Ask yourself...

Targeting and personalisation can add powerful efficiencies, but if they are used at the expense of reach top line growth is threatened. Treat targeting as a marketing effectiveness intensifier, to be layered in only when high reach is being delivered via

Q. Are you maintaining high reach and new user growth – or losing reach due to a focus on targeting?

Step 8
  • Plan paid, earned and owned media channels as a connected ecosystem

    Don’t underestimate the importance of mass, and mainly paid for, media in your planning. Research shows that Paid remains the most effective media when used as part of a well-structured media plan. Paid media alone are 3 times more effective in terms of commercial returns than Earned or Owned only, which tend to rely on accompanying Paid media to reach their full impact. (Source: Media in the Digital Age, Les Binet and Peter Field)

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Ask yourself...

The correlation between share of voice and growth is strengthening. SOV is twice as important as it was in 2006. Effectiveness is driven by reach and frequency, or scale. So, TV is still ascendant in terms of effectiveness, but In a digital age this means online as well, where video drives effectiveness more than anything else.
(Source: Media in the Digital Age, Les Binet and Peter Field)

Q. Have you got the right mix of Paid, Earned and Owned media to maximise marketing effectiveness?

Step 9
  • Go beyond ‘vanity measures’ in the digital space

    Move away from measuring from specific digital currencies such as views, clicks or likes, and efficiency measures such as ‘cost per X’. Refocus on measuring outcomes that contribute to broader business objectives, grow revenue and impact behavior.(Source: It’s time Marketers stopped counting and started measuring social media impact, Stephen Maher) Like any other business activity it’s important to put a forensic focus on what’s working online and what’s wasted, with recent research on the IPA Databank shows that the use of video online is a major effectiveness driver.
    (Source: Media in the Digital Age, Les Binet and Peter Field)


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Ask yourself...

Digital media’s uses are broader than traditional media, it’s where your customers are most of the time. Each individual component needs to be judged on its merits and planned as part of a connected customer experience, alongside traditional media and physical touchpoints.

Q. Do you measure the hard business outcomes of your various digital activities (not just rely on vanity measures such as views, clicks and likes)?

Step 10
  • Treat both Creativity and Data as high value effectiveness assets across the whole customer experience

    Invest time and money in BOTH creative and data driven approaches to marketing. The ‘opposition’ often advanced between them – one more about entertainment, the other mainly about utility – is false. They are both powerful effectiveness drivers which used wisely are complementary and additive.

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Ask yourself...

Creativity gets you noticed by more people, and creates meaning and memories, it helps to connect your short term goals with the long term. Data helps connect and personalise the customer experience, to deliver the right experience at the right time to the right person. Increasingly the winners will be the brands that harness both creativity and customer data most actively and effectively. (Source: What is Creativity’s role in Effectiveness?)

Q. How advanced are you in joining up, enriching and applying customer (and other) Data to drive your marketing effectiveness?

Q. What priority do you give to fostering Creativity across all relevant marketing activities?

“Just what the industry needs, great collaboration between clients and agencies on the topics that drive business growth.”

Bridget Angear, Joint Chief Strategy Officer at AMV BBDO

“It’s great to see the IPA in the UK bring the whole industry and particularly the trade bodies together to focus on effectiveness. This new Marketing Effectiveness initiative will enable people across the industry to work together to build on best practice.”

David Wheldon, Chief Marketing Officer, RBS

“Effectiveness is a team sport, so it was great to see the industry in the widest sense, come together. In an increasingly diverse and fragmented world, only by using all parts of the brain will we solve effectiveness challenges and design our campaigns to deliver short and long term value. That’s why what happens next is important – if the IPA can help facilitate progress on this with a long-term initiative around Marketing Effectiveness, we’ll definitely crack it.”

Bart Michels, Global CEO Kantar Added Value and Country Leader Kantar UK

“The time spent at #EffWeek was extraordinarily effective. It was great to hear the diverse views from all areas of the industry. All tied together with the common themes of accountability and effectiveness.”

Andrew Canter, Global CEO, BCMA

“It has been a privilege to be part of the inaugural Effectiveness Week. The agenda is one which we at O2 UK feel passionately about. To see and hear perspectives across the industry demonstrates how the breadth of marketing effectiveness is increasingly being valued within businesses. Data, insight, social, customer experience, test and learn, ROI, these are all fundamentals and were covered expansively at the event”.

Sandra Fazackerley, Marketing & Consumer, Telefónica UK Limited

“The full week of effectiveness events brought into clear focus the need for marketers to use data and insight to achieve the key business objectives of growth and profits. Marketers today are in a better position to quantify their knowledge of customers and measure the ability of investments in marketing to increase brand and shareholder value.”

Chris Combemale, Group CEO, DMA