_10101 Digital Alchemyst Lab 2008
Content
Approach To Creating Experiences
Behavior Mapping Personas/ Scenerios Day 2: All-Day Ideation Shadowing Day 1: Collect Artifacts One Page Brief Brand Translation Day 3: Present Concepts Animated Artifact
Experience Archtecture
Visual Design
Content
Customer Goals
Business Goals
Discovery // Insights
Brand Goals
Experience Brief
Ideation // Deep Dive
Proof of Concept
Experience Design
Technology Landscape
Fueled by customer insights and driven by brand values—the Experience Brief lies the foundation for the actual experience to be built upon. It does not provide the answers—but forges the appropriate strategic direction for the teams to pursue.
Mixed Media Brief
Rough Prototype Ideation/Deep dive allows the teams who architect the experience to explore various methods that drive creative problem solving and innovative solutions.
Motion Design
Technical Design Interface Design
Uncover
Customer, Brand & Business Insights
Define
The Experience Strategy
Ideate
Build
Immerse Interdisciplinary Teams
The Concept
Design
place—the
The Experience
With a Big Idea and Concept in
It starts with the customer, their wants,
needs and expectations—the brand and business objectives are also articulated to ensure that the experience (yet to be determined) will be strategically aligned. Personas, Scenerios, Social Trends and other illustrative tools bring the customer to life and help establish emotional sets.
The Experience brief sets the stage for breakthrough ideas.
A one-page Experience Brief succinctly captures the challenges and provides a high level strategy for how an Experience will be used to meet the challenges. A Mixed Media version of the brief is then created to provide inspiration
Teams must experience it for themselves. The ideation/deep dive is an
intense 3-day series of worksessions involving both creative and non-creative team members:
Day 1: A day will be planned for teams to get out of the office and capture as much first-hand insight as possible. Day 2: Teams will re-unite and engage in highly collaborative ideation sessions lasting the entire day. Day 3: Teams will present concepts in both written and visceral formats including sketches, photographs etc.
An Experience is tactile. The winning concepts, fueled by a “Big Idea” are built out in
rough—but tangible fashion. A proof of concept can be executed in a number of ways (prototype, motion test, clickable storyboard, etc.) the end result is something that goes
detailed Experience Design process begins.
and rational mind-
and
direction for both the internal team and
client. Regardless of format—its purpose is to generate enthusiasm and understanding.
beyond a static twodimensional page.
The core and extended teams are now fully engaged in the design process. First the core team lays out the foundation—then the extended team is brought in to execute the design.
TECHNOLOGY
v
BRAND EXPERIENCE LAB
v
v
CREATIVITY
CULTURE
Strategy and Solutions for Experience Marketing
1
Self-Reinforcing Internet Momentum
Search
Commerce
“Holy Trinity”
Communication
Content
Broadband
10
BRANDS Low Love High Respect
LOVEMARKS High Love High Respect
LOVE RESPECT
PRODUCTS Low Love Low Respect
FADS High Love Low Respect
Love/Respect Axis The Love/Respect Axis is a fantastic way to separate Lovemarks from brands, fads, and products. Remember—to be a Lovemark you must have high Respect. No Respect, no Lovemark.
2006 Annual Trust Barometer
The Trust Pyramid
Trust is derivative of a corporation’s country of origin, industry, as well as its own behavior. It is conveyed through communications programs combining a channel mix, paid and earned media, credible spokespeople, frequency of communications, and the coupling of local and global communications.
8
FUTURE OF MEDIA :
N UCTIO D PRO
MAINSTREAM MEDIA
MUSIC VOICE
CONSI ST
ENC Y
: STRATEGIC FRAMEWORK
PRO FES SIO N
EMBEDDED
AC
SS CE
FORMAT
VIDEO TEXT IMAGES
TIME SHIFTING SPACE SHIFTING FORMAT SHIFTING
AL IS
USER CONTROLLED
M
USER
CE EN G DI TIN AU V O GS
CHANNELS
O RADI T V / TRUM SPEC
PRIN T
GP RS
L I Z AT I O
SUMER CON
PASSIVE
GL
AD
O
CREATION
CA LO
CONTENT
IT ED JO UR NA LI ST S
CAB
AC TIVE
DISTRIBUTION
PC
TV
LE
FIXED
MA CD W X Wi M A
BL
N
SL
OBA
FILTERING
MOBILE
L I Z AT
ION
C R E AT O R
PAY PER VIEW SUBSCRIPTION CLASSIFIEDS
E E AM SOL G N CO
MP MOBIL ES 3P LA YE R
AL
VID
RI
D iPO EO P DA
O
TAR
MEDIA
D ET E G
ME A
DEVICES
UR
E
R SU
E ABL
GR
AG
EG
CO NV ER SAT
REVENUE
ION
FREE
ATE D
ADVERTISING
FEL S
ANN OTATI ON
www.futureexploration.net
SOCIAL MEDIA
PS NSHI IO RELAT
This framework is published under a Creative Commons Attribution-ShareAlike 2.5 License
Page 9
EX PO S
DIR
EC T
Web 2.0
CONFIDENTIAL
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Я
Trend Blend 2007+
Market deregulation Market deregulation Global voting Global voting Embedded intelligence Embedded intelligence Loneliness Loneliness Road pricing Road pricing High speed link High speed link Road Road booking booking Depression Depression Web 2.0 Web 2.0 Pessimism Pessimism Outsourcing Outsourcing Emotionally aware machines Emotionally aware machines Distributed manufacturing Distributed manufacturing Fantasy Fantasy Health Health Too much choice Speed retail Too much choice Speed retail Happiness Happiness Private equity Private equity Always-on Always-on Reality Reality Globalisation Globalisation Corporate power Corporate power Escapism Escapism Long-tails Long-tails Psychological neoteny Psychological neoteny Nationalism Nationalism Nanotech Nanotech e-voting e-voting Tribalism Tribalism Liberalism (opens in 2008) Liberalism (opens in 2008) Conservatism Biotech Conservatism Biotech Individualism Individualism Debt Debt Fertility Fertility Anxiety Anxiety Democracy 2.0 Democracy 2.0 Virtual currencies Virtual currencies Single global currency Single global currency
Micro-payment Micro-payment Contactless payment Contactless payment Compliance Compliance Ethics Ethics Artificial Artificial intelligence intelligence
Documentaries Documentaries Generational change Generational change
Digital cash Digital cash
Stored value cards Stored value cards
Urbanisation Urbanisation Time starved Luxury Time starved Luxury travel (need for speed) Work/Life balance travel (need for speed) Work/Life balance Speeding up up Speeding c c Guilty Guilty pleasures Luxury goods pleasures Luxury goods Premiumisation Premiumisation
Fear Fear
Cloning Cloning Humans 2.0 Humans 2.0 Robotics Robotics Corporate Corporate social social responsibility responsibility Nostalgia Nostalgia Free agents Free agents Aggregated Ageing Aggregated Ageing customisation customisation Farmaceuticals Farmaceuticals
Simplicity Simplicity
Pay-as-you-go Pay-as-you-go Pre-pay Pre-pay Social networks Social networks Exhibitionism Exhibitionism
Indulgence Indulgence
Wisdom of Wisdom of crowds crowds Sensory Sensory experiences experiences Fragmentation Fragmentation Time compression Time compression
Power shift eastwards Power shift eastwards Too much information Too much information Labour Labour migration migration
Forgetting Forgetting
Private Private currencies currencies
Voyeurism Voyeurism Boredom Boredom User-filtered User-filtered User-created User-created
Place shifting Place shifting Identity Identity solutions solutions Low cost travel Low cost travel Remote monitoring Remote monitoring VoIP VoIP
NGO power Geospatial web NGO power Geospatial web Natural Natural Carbon trading Carbon trading Resource scarcity Resource scarcity Water Water scarcity scarcity
Fair trade Fair trade
Telemedicine Telemedicine
Personalisation Personalisation On-demand Online medical records On-demand Online medical records Mass Mass customisation customisation Death of Death of cheques cheques Bio-simulations Bio-simulations Smart Smart vending vending RFID RFID Device convergence Device convergence
Skills shortages Skills shortages Blurring of sectors Blurring of sectors
Extended financial families Extended financial families Open innovation Open innovation Services Services Pop-up retail Pop-up retail Localisation Localisation Discipline Discipline convergence convergence Blended families Blended families
Location Location tagging tagging
Religion Religion
Search for meaning Search for meaning (Mon – Fri only) (Mon – Fri only) Trust + transparency Trust + transparency Voter antipathy Voter antipathy
Car sharing Car sharing Climate change Climate change Emission Emission Car politics Activism taxes Car politics Activism taxes Sustainability Sustainability Fuel cells Third spaces Fuel cells Third spaces Slow food food Slowing down down Slow Slowing Food miles Food miles Self-reliance Self-reliance Hydrogen power Hydrogen power Seasonal Seasonal Regional Regional
Flat tax systems Flat tax systems Self-serve Self-serve Authenticity Authenticity Story telling Story telling
Customised treatments Customised treatments Constant partial attention Constant partial attention
River of consciousness River of consciousness
Alternative technologies Alternative technologies
Convenience Convenience
Local transport Local transport
This map is published under a Creative Commons Attribution - ShareAlike 2.5 License.
SOCIETY & CULTURE SOCIETY & CULTURE GOVERNMENT & POLITICS OVERNMENT & POLITICS G WORK & BUSINESS WORK & BUSINESS MEDIA & COMMUNICATIONS EDIA & COMMUNICATIONS M SCIENCE & TECHNOLOGY SCIENCE & TECHNOLOGY FOOD & DRINK FOOD & DRINK MEDICINE & WELL--BEING EDICINE & WELL BEING M FINANCIAL SERVICES FINANCIAL SERVICES RETAIL & LEISURE RETAIL & LEISURE TRANSPORT & AUTOMOTIVE RANSPORT & AUTOMOTIVE T
LEGEND LEGEND
wildfire / designing interactions /
Wildfire / Designing Interacions / Digtal technology has
changed the way we interac wih everything from the games we play to the tools we use at work. In his new book, Bill Moggridge, designer of the firs laptop computer and co-founder of design firm IDEO tells the personal sories of 40 innovators who have shaped our interacion with technology /
FIAT / SERVICE ECOLOGY / LIVE|WORK /
Media Fragmentation
26 Different Media Touchpoints
Word of mouth TV Cable ISP/Search Engine At Retail Radio Product Article In-Store Promo Newspapers Newspaper Insert Direct Mail TV Broadcast Magazines Internet Ads
Outdoor Billboard Picture Phone Instant Messenger Email Ads Yellow Pages Satellite Radio Text Messaging MP3 Player Web Radio Video Games PDA Cell Phone TIVO
BIGResearch, 2006
What Does the Brand Experience Lab (BEL) Do?
Cultural Knowledge & Testing
BEL Narrative & Integration Expertise
Research & Ideation
Development & Implementation
Authentic & Relevant Branded Experience
Creative Product Solutions
Emerging Technologies 7
Project Apollo: Measuring Impact of Cross-Medium Integrated Advertising
Figure 2 Lifestyle Advertising in a media marketplace
Lifestyle Media Lifestyle Advertising
Socialization Participation Personalization
Trust Engagement Relevance
Consumer
Conversations
Advertiser
Content provider Media distributor
18
Our perspective
19
September 2004
CONFIDENTIAL
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Video Over IP Digital Engagement
Network
Pricë!ess Pricë!ess
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Economics of Moving
20 of our customers moved away this year! Research indicated that Movers spend $8,500 during their move, and are open to trying new products and services. How do we more effectively target that consumer segment?
Key Mover Categories:*
• 84% of home buyers plan major improvements • 79% of home buyers plan to make new appliance purchases • 71% of movers will need a variety of insurance products • 71% of movers will change cable/satellite services
*Beta Research Corporation
• 67% of movers plan to buy new furniture • 58% of movers will purchase an existing home • 52% of movers will change or use banking services • 38% of movers will build a new home
Homestore
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C2 ✆
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New Touch-Based Mobile Services Emerging
Get information by touching smart posters! Your NFC device is your ticket!
TOUCH
Your NFC device is your travel card! Buy goods from vending machines with your phone!
Get information about your current job or task!
© 2006 NFC Forum
Your NFC device is your credit card!
5
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NΞTWORK Ξ
craigslist
C2 ✆
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Page 3
Telesoft VC Ecosystem Mtg Nov 2005
% of Time Spent on Internet
60% 50% 43% 40% 30% 21% 20% 10% 10% 0% 4% 3% 19%
Communications 44%
Email
IM
Voice
Browsing
Chat
Search
14
There is a clear imbalance
Hours per week during leisure time (global average)
37%
Under 18 Aged 18-35
30%
Aged 35-54 55 and over % adspend
16
12 11 13
9%
14 16 16 1 1 1 Cinema 0.4% 2 Digital 8 5%
6
8 8 7
5
2 2 3
TV
Radio
Newspapers
Source: “Surveying the Digital Future”, Jeffrey Cole, 28 countries, 2005
2 2 2 Magazines
3
13%
Mobile Plus strategy – advertising
Different Advertising Opportunities on Mobile
35.0 30.0
24.6 27.8
Global On-line Advertising Revenues (£bn)
31.7
25.0
SMS/MMS push
Customer pull
21.2
20.0 15.0 10.0
6.4 5.3 5.0 9.4 13.4
17.2
5.0
Idle screen
Mobile TV inserts
0.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source: Yahoo investor presentation
Mobile advertising currently being trialled in UK, Spain and Ireland
10 Communacopia 2006 20 September 2006
Leading in innovation: a history of firsts
• Carat: first media independent; quantitative media planning a lead discipline • Isobar: first global digital communications network • Posterscope: first global OOH network • Deepblue: first in communications planning • MMA’s Avista: “filling a void in [ROI] analytics…”* MMA’ analytics…” …”* • Synovate Tandem: first global therapy monitors • Synovate Motoresearch: first virtual reality techniques
* Source: Gartner, Cool Vendors, March2006 March2006
… is the 30 second TV commercial
dead…?
… Nigel Morris, CEO - Isobar
Advertising Dollars Follow Audiences
Global Online Advertising Revenue
(dollars in billions and % of total ad spend)
dC jecte P ro 5 yr
$35.2 $28.8 $22.5 5.8% 7.0% 8.1%
=1 AGR
$41.4
8%
$51.6 $46.7
8.8%
9.5%
9.9%
2005
2006E
2007E
2008E
2009E
2010E
Source: PricewaterhouseCoopers LLP, “Global Entertainment and Media Outlook: 2006-2010”, June 2006.
PAGE# 4
Online ad growth
US Online Ad Market $ in Bn $30.6 $25.8 $21.1 $16.7 $12.5 $35.4
$15.0 $13.2
$11.2 $9.2 $13.9 $8.3 $3.6
2007
$7.2 $10.1 $4.5
2008
$5.1 $5.0 $2.4
2005
$12.0
$6.5 $3.0
2006
$5.4
2009
$6.5
2010
Classifieds/Other
Branded/Display
Search
Multi-Channel Online Marketing
1) ValueClick Aggregates Online Users via Publisher Networks 2) Optimizes Traffic via Technology and Expertise 3) Drives Traffic to Advertisers via Multiple Online Channels: Display Ad Units Opt-In Email CPC Search Affiliate Marketing Comparison Shopping
Online Users
Publishers
Web Sites Email Search
Advertisers
(5,000)
VCLK Markets: 160mm US 80mm EU
(50,000)
Ad Serving Tech. Email Mgt. Tech. Ad Agency Tech.
Publishers & Agencies
4
Explosion of video
Scale matters
Top US Online Properties, Ranked by Ad Revenue
2006E Domestic Revenues (ex-TAC)
1 2 3 4 5 6
Interactive Media
December 2006 UVs (000) 106,382 129,876
December 2006 PVs (MM) 10,734 35,651
PV / UV 101 274
$4.1 $2.7
$1.2
$1.0 $0.3 $0.3
111,612
97,681 31,969 73,273
14,601
16,445 644 41,450
131
168 20 566
Note: Domestic revenue is estimated based on analysts’ reports, except for AOL, which are actuals. Traffic source is comScore Media Metrix, Dec. 2006
Underinvested in the Internet
Top 10 overall advertisers • P&G • GM • Time Warner • Verizon • AT&T • Ford Motor • Walt Disney • Johnson and Johnson • GlaxoSmithKline • DaimlerChrysler
For 2005 Source: AdAge, June 26, 2006
Top 10 online advertisers • Vonage • AT&T • Dell • Walt Disney • GM • Apollo • Experian Group • TD Ameritrade Holding Corp. • Netflix • Verizon
Jan – Nov. 2006 Source: TNS
And digital is on the rise
Average hours per week media consumption
100 90 80 70 60 50 40 30 20 10 0 1900
Source: Carat
• 80% of all media digital by 2020 • 66% of all media digital by 2010 • 50% of all media digital by 2007
Outdoor Cinema Analogue radio Analogue TV Internet Print 1920 1940 1960 1980 2000 2020 Digital radio Digital TV Games Wireless
While consumers are moving on
% UK adults carrying out more than 1 media activity, during timeslot
12% 10% 8% 6% 4% 2% 0% 6am
Source: Carat
2001 2005
8
10
12
2
4
6pm
8
10
12
2
4
6am
Diminishing returns in TV
[ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = 9.3%
appendices
> Linking Strategy and Measurement
Metric Examples
Enterprise Value Creation Customer Value
> > > > > > > > > > > >
eP&L Shareholder value Channel value
Cross BU value Lifetime value Customer retention
Program Success
Customer acquisition cost Response rates Net yield
Operational Management
Daily traffic volumes Click throughs Log file analysis
US Adv Spending 2004-2006
Another take on the same numbers...
Same four categories account for only 51% of the aggregate marketing budget in 2005
And note a new category...
Let’s compare to overall U.S. advertising spend
Same four categories account for only 57.5% of the aggregate marketing budget in 2005
24/7 Media: Targeted Global Online Network
The 24/7 Media segment offers advertisers an array of campaign solutions, from highly targeted to broadest possible, across the Web sites of the 24/7 Web Alliance. 1 Competitive Advantages Proprietary behavioral targeting solution Sound editorial content across branded network of 850 publishers Alignment with publisher ensures quality inventory and dependable volumes
Competitors ValueClick Right Media Burst! Tribal Fusion Other ad networks
PAGE# 7
24/7 Technology: Integrated Ad Serving
In addition to powering all 24/7 Media solutions, 24/7 Technology’s innovative products are licensed to publisher clients with independent ad sales teams. 1 Competitive Advantages Fully integrated analytics package enables advanced ad targeting Leverages internal development specs and vetting for external clients Flexible deployment options based on singular platform
Competitors DoubleClick/Falk ValueClick Accipiter ADTECH Other ad servers
PAGE# 9
24/7 Search: Paid Search Optimization
Powered by the industry leading Decide DNA technology, 24/7 Search provides marketers with highly optimized paid search campaigns. 1 Competitive Advantages Highly scalable, award-winning Search Engine Marketing technology Integrated advanced character capabilities (foreign language functionality) Multivariable optimization controlling: keywords; bids; search engines; content
Competitors aQuantive Efficient Frontier Performics Did-it Other SEM’s
PAGE# 8
Pan-Asian Joint Venture with Dentsu
24/7 and Dentsu have expanded their partnership beyond Japan to deliver SEM services to additional strategic advertising markets throughout Asia. 1 Dentsu and TFSM each contribute $5.0 million in capital to Dentsu 24/7 Search Holdings (“DTF-SH”) 1 K.K. 24-7 Search will establish and provide initial management for local operations in each target country 1 TFSM will license its leading SEM technology, Decide DNA, to each local operating company (Opco) 1 Dentsu leverages local relationships for the benefit of local Opco’s. 1 Local Opco’s will be the preferred SEM service providers for Dentsu and TFSM affiliates in each region
DTF-SH
K.K.SEARCH
PAGE# 12
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE
A 360° CONVERSATION
David Adelman, media director Johnson & Johnson Global Marketing Group
Richard Beaven, CEO Initiative North America
The rise of digital media, with all its new forms of reaching consumers, is bringing about a change in how marketers and their agencies do business. Before, marketing efforts centered around different media silos, such as print, broadcast, cable and online.Today, in a move that is shaking up marketing as companies are pushed to rethink—and even restructure—their efforts, the focus is shifting to a customer-centric approach: a 360° media world. Even while some are just starting to realize they need to change, the definition of 360° media is expanding as the marketers and their agencies already in this area push the boundaries and explore the shifting relationship with the consumer.
New York, as U.S. director of digital communications in March. Smaller integrated shops, such as Deutsch Inc., say their larger competitors are finally coming around to their way of doing things, putting creative development and media planning under one roof. “We’ve been seeing for a number of years a growing frustration with the separateness that exists at the media-only shops,” says Peter Gardiner, chief media officer at Deutsch. “They’ve figured out this all has to work together, and they’re hiring people to rebuild themselves back into integrated companies.” Ms. Gerzema says Universal McCann is organizing itself from a communications perspective, tying three “ecosystems” together organically. The client relations department consists of account directors and planners who understand the business side and work with clients most directly. The insights and applications team includes researchers, media planners and consumer insight specialists. The operational team is the internal group working behind the scenes in human resources and internal communications to help optimize efficiencies across the board. Ms. Gerzema says that each group includes different disciplines but that each can learn from the other. “One of the things I’m trying to do is share best practices,” Ms. Gerzema says. “Even though people may be in different departments, their experience is similar. Making sure different disciplines are working together is crucial, with insights people providing oxygen to people providing ideas.” As agencies reorganize, they are also trying to improve how they assess the effectiveness of their campaigns. Many companies are building proprietary systems and tools to measure how consumers come into contact with brands and which contacts are most effective in building usage and loyalty. Both Starcom and Mediaedge:cia are working with market research company Integration to build custom versions of its MCA (Market Contact Audit) product. Mediaedge calls its tool Connections and designed it to analyze the relative impact of different media choices, not only in driving initial demand for a product but also in spurring consumers in the activation phase, when ad campaigns are trying to get them to buy. By studying consumer behavior and the way different media influence it, Mediaedge and other agencies are adapting to the 360° world, says Lee Doyle, the company’s managing partner and director of client services. “We’re examining what is the communications challenge better than we have in the past,” he says. Because tools such as Connections rely partly on consumer interviews, however, they can’t always provide much measure-
To find out where this is all heading, along with the wrenching changes the trends have wrought within companies, writer Kathy Haley talked recently with David Adelman, media director, Johnson & Johnson Global Marketing Group; Richard Beaven, CEO, Initiative North America; and Andrew Swinand, president-chief client officer, Starcom Worldwide. An edited transcript of their conversation follows.
¡ADVERTISING AGE: Is 360° media the approach you and your organizations are using today? DAVID ADELMAN: That’s a good enough name for it. We call it integrated communications. ANDREW SWINAND: The definition has changed. Before, people talked about surrounding the target, and it was very much that you would build a silo around every angle. But it was all still very isolated. The biggest thing that changed is the definition of Continued on page M48
ment of emerging media that might be highly appropriate for some clients’ campaigns. To experiment with venues such as these, agencies and their clients must be willing to take some calculated risks, Mr. Tobaccowala says. He recommends an approach he calls 95/5: “Take some of the most interesting people in your company and, instead of putting them against your biggest existing business, put them against your biggest opportunities.” Assign to these people 5% of the company’s budget to pursue the opportunity, leaving the rest of the company to deliver 100% of objectives with 95% of budget. Do not, under any circumstances, cut the 5% of budget assigned to the experimenters, and do not require them to move a single case of product. “By their very nature these people know your existing businesses, and they have the credibility within the company that they can mess things up if they are learning,” Mr. Tobaccowala says. “And once they learn, they can incorporate their learning into the company.” Above all, Mr. Tobaccowala says, companies must move forward with strategies like 95/5 if they are to take full advantage of 360° media realities. “You cannot learn by thinking about this,” he says. “You can only learn by doing.” o
NOVEMBER 6, 2006
M5
360
MEDIA GUIDE
0
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE
AT A GLANCE
2 broadcast networks, 13 cable channels, more than 25 Web sites Keith Turner President, Sales and Marketing NBCU Television Networks [email protected] Marianne Gambelli EVP, Sales and Marketing [email protected] James Hoffman SVP, Network Entertainment Sales [email protected] Shari Post VP, NBC Late Night, NBC Daytime and Bravo Sales [email protected] John Kelly SVP, NBC News Networks [email protected] Mark Miller SVP, USA Network, Sci Fi Channel Sales [email protected] Seth Winter SVP, Sports and Olympic Sales [email protected] Tom Paredes VP, Sports and Olympic Sales [email protected] Steve Mandala SVP, Telemundo Network Sales [email protected] Peter Naylor SVP. Digital Media Sales [email protected]
NBC UNIVERSAL
NBCU sales and marketing is well-positioned to serve clients in the rapidly changing media landscape.
New platforms, new metrics and new accountability require a new approach to the marketplace, and NBCU is working with clients developing the best solutions for brands and products. Beginning with the 2006 upfront, NBCU introduced the TV360 programming strategy, designed to engage consumers with original content on multiple platforms and provide advertisers with deeper integration opportunities. The NBCU sales team is well-versed at working with clients to develop these multiplatform opportunities. NBCU recognizes that successful campaigns are ones that work for both the client and the media company, and most important, the viewer/user. These campaigns need to be organic to the programming concept, relevant and timely. The core programming content of each NBCU network and cable channel has been extended online with original “webisodes,” behind-thescenes videos and blogs, Flash games and full-episode streaming, as well as other interactive features. NBCU wireless offerings have been expanded to include wireless Web, video, ringtones, wallpaper and games, in addition to live text polling and voting. Video-on-demand has extended promotion and advertiser reach into a medium allowing consumers more control over when and what they watch, in a prequalified ad environment. And finally, with the addition of broadband sites such iVillage.com and dotcomedy.com, NBCU is able to give advertisers greater exposure in some of the fastest growing consumer segments online. o
SIZZLING OPPORTUNITIES
Sci Fi gives advertisers full access to what critics hail as “one of the best shows on television” with a 360° opportunity that includes on-air, online, VOD, DVD and print. New look, new communities, more opportunities to reach women who are dynamic, smart and excited about the possibilities of life.
CASE STUDIES *
Consumers interacted with advertiser’s brand through sponsorship of NBC.com play-athome game, exclusive mobile model video bios, SMS alerts and multiple in-show integrations. Advertiser engaged consumers through inshow integration, nominated artists’ ringtones, and featured-artist segments throughout Telemundo, Mun2 and YahooTelemundo.com programming. Advertiser received sponsorship of mobile SMS and MMS campaigns, iTV voting, customized Bravotv.com features and in-show integration connecting consumers to the brand across multiple platforms.
PLATFORM
PRODUCT NBC, Telemundo, MSNBC, CNBC, Bravo, Sci Fi, USA Network, Sleuth, Universal HD, Weatherplus, Mun2, Telemundo Puerto Rico, CNBC World
DESCRIPTION Entertainment, news and sports programming across two broadcast networks and 13 cable channels.
MARKETING OPPORTUNITIES Branded entertainment and customized solutions with in-show product placement, off-channel promotions, billboards, logo features and customized segments
On-Air
TV Web Sites
NBC.com, YahooTelemundo.com, MSNBC.com, CNBC.com, BravoTV.com, SciFi.com, USANetwork.com, SleuthChannel.com, UniversalHD.com, Weatherplus.com, HolaMun2.com AccessHollywood.com, MeganMullally.com, NBCSports.com
Deep interactive online content such as deleted scenes, webisodes, games, blogs from show characters and executive producers and mash-ups from most NBCU shows.
Customized sponsorships with branded integration on show sites, including sponsor logo, display ads, preroll and rich media ads
Broadband
iVillage.com, Gurl.com, Astrology.com, Healthology.com, GardenWeb.com, HealthCentersOnline.com, NBCFirstLook.com, DotComedy.com, Trio.com, BrilliantButCancelled.com, Outzonetv.com
User-generated video, blogs, message boards, photo galleries, RSS feeds and podcasts on NBCU original broadband community building Web sites.
Customized sponsorships with feature/site ownership through logo and product integration, display ads, preroll and rich media ads
VOD
NBC, Bravo, USA Network, Sci Fi Channel
Full episodes, available after network airing
Commercial units and sponsorship (lengths vary)
iTV
Various shows from across NBC, Bravo, USA Network, Sci Fi Channel
Remote-controlled iTV applications for voting, polling and brochuring
Sponsorship, ads (varying lengths) and brochures
Mobile
NBC Mobile
Wireless video, ringtones, games and wallpaper from NBC News, NBC Late Night, “Access Hollywood,” Bravo originals and NBC Primetime programming
Logo and commercial integration into programming (commercial lengths vary)
Contact your NBCU account executive for more information on case studies or visit www.nbcumarketplace.com.
M30
NOVEMBER 6, 2006
The result of the additional sensing and connectivity will be a rapid proliferation of applications that take advantage of this "real-world Web," similar to the flood of ideas (many ill-founded, some transformational) that have surrounded the World Wide Web (see Figure 15). Business applications will center on increasing visibility of physical assets, including equipment, products and even people. CIOs should seek early tagging and sensing applications where improved visibility of items or location will avoid ongoing costs or avert undesirable events. Figure 15. Emerging Technologies
Location GPS, Galileo Object Identification 1-D and 2-D Bar Codes, RFID Tags Point-of-Sale Scanner Reads Phone Screen
Microelectromechanical Systems Direction, Acceleration
Wireless Networks Wi-Fi, Bluetooth, ZigBee
Lookup Services People, Products, Bar Codes ...
Source: Gartner (September 2006)
Sensor Networks Temperature, Chemicals …
3.2 Create Road Maps for Emerging Business
Figure 16 shows some emerging business trends. Proactive transparency has crept up on businesses during the past five to seven years. Innovators are using the trend as a competitive weapon. A clear example is open-source software, through which powerful new models for creating business value have been developed. For public corporations, the globalization of capital flows requires increased disclosure of information. To compete for capital, they must reduce risk to lenders by keeping them better informed. In globalized microbusiness, IT is penetrating emerging consumer markets at an incredible rate. Using the Internet, a small company such as Share Microfin can interact with major financial corporations around the globe. Companies lend small amounts, perhaps $60 or $70 at a time, to transform the lives of individuals who use the money to start a village business. In this case, business units of ING and Deutsche Bank are forming partnerships with this innovative institution. In the "next era of productivity," improvements in productivity from past IT efforts will slow down, causing businesses to commence a new generation of profit-seeking productivity gains in business processes and especially in occupations that have been largely untouched by IT. Of the 22 major occupational categories recognized by the U.S. Department of Labor, five clerical
Publication Date: 27 October 2006/ID Number: G00144450 © 2006 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
Page 25 of 29
Using The Internet to Engage Consumers: Techniques and Technologies
Harun Asad May 2006
AOL Confidential - not to be reproduced or distributed without prior written consent of America Online, Inc.
Agenda
Why Focus on “Engagement”?
What Is AOL Doing?
AOL Consumer Insights
Social Orientation
Media Engagement
A Framework for Engagement
IAG Research, Making Engagement Work, April 2006
AOL Targeting Capabilities
Content Affinities
Audience Affinities
Data Targeting
Behavioral Targeting
How Does Targeting Fit With Engagement?
Targeting
Customer Strategy & Investment > Optimization
Mission: Drive significant improvements in marketing productivity by “building the bridge” between strategies and ongoing performance optimization
Customer Strategy
Strategy Development Economic Business Case Measurement Plan Design & Execution
Measurement & Ongoing Optimization
Measurement & Reporting
> > > > > > >
CRM Strategy Segmentation Value Proposition Development Channel Investment Optimization Analytic Customer Insight Loyalty Strategy Pricing Strategy
>Ongoing Cross-Channel Marketing Optimization >Customer Information Design >Measurement Infrastructure Enablement
13
> Strategy & Analysis Team Overview
Increasing Marketing Productivity Through Customer Insight
Strategy Development (SD) Measurement and Decision Analysis (MDA)
Customer Research (CRG)
> > > > > > >
Market analysis Competitive analysis & benchmarking Channel strategy & analysis Value chain analysis New technology trends Business model analysis Financial & economic analysis
> > > > > > > > > > >
Measurement strategy development Analytic segmentation Test design Reporting and analysis design Statistical modeling Financial modeling Web marketing measurement Site analysis Customer data design/architecture Process modeling and design SAS, SQL, on-line measurement tools
> > > >
> > >
Survey development Test design and sampling Analysis and Interpretation >Multivariate analysis >Conjoint and discrete choice In-house moderating >Focus groups >On-on-ones >Usability Use model analysis Competitive assessment Benchmarking
> > > > >
Focused on practical, achievable initiatives that can be implemented
• Team
Grounded in 20 years of implementation experience of what works
Accountability for success of results in the market Combination of strategy generalists and analytic specialists Experienced consultants from top strategy & analytics firms – Bain, BCG, McKinsey, Mercer, MAC Group, Monitor, Accenture, Epsilon, Capital One 92 team members globally
> Key Trends/ Challenges
Industry trends are making measurement more challenging… …Digitas is working with clients to face these challenges and drive greater insights
>
Difficulty linking marketing investments to shareholder value
GM, Delta, Celebrity Marketing “Balanced Scorecards” Financial Services interactive P&L Gillette, FedEx brand testing
> > > > > > > > > >
Difficulty optimizing marketing investments across multiple dimensions • Channels • Products • Lifecycle stages
ATT Winback Test & Learn Delta, Celebrity Lifecycle Measurement/ Modeling AEFA Channel Performance Barnes & Noble Readers Advantage ROI Modeling LL Bean Cross-Channel Measurement/ Modeling
Financial Services Profiling/ Targeting Travel Services Web Measurement Improvement Gatorade Consumer Panel
Cost/ complexity of robust measurement solutions
Summary
Mission
Core Competency
Client’s Measurable Success Objectives
Three Service Areas Operating Method
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
Accountability Solutions
Customer Level Data
Fans
Campaign Level Data
Campaign Reporting
Company Level Data
7.2 6.8 6.4 6 5.6 5.2 1 2 3 4 5 6 7 8 9 10 111213 141516 1718
Causal Modeling
Predictive Models
High Value Customer Recognition Program
Variety Seekers
LTV Analysis
Churn by Month -- Actual and Moving Average curves 1.80% 1.60% 1.40% C h u rn R ate 1.20% 1.00% 0.80% 0.60% 0.40% Apr-02 May - Jun-02 Jul-02 Aug- Sep- Oct-02 Nov - Dec- Jan-03 Feb- Mar- Apr-03 May - Jun-03 Jul-03 02 Involuntary 3 per. Mov. Avg. (Voluntary) 02 02 02 Voluntary 3 per. Mov. Avg. (Involuntary) 02 03 03 Total 3 per. Mov. Avg. (Total) 03 1.25% 1.09% 1.51% 1.58% 1.44% 1.66% 1.36% 1.35% 1.40% 1.37% 1.46% 1.42% 1.31% 1.53% 1.42% 1.61%
Media Mix Modeling
M a inim lists Nw e C sto ers u m H hR k/ ig is H hM in na e ig a te nc Mv o ie W tch a ers Fa s n
N o F rills
V ariety S eke e rs P m alers iece e
Churn Models
Edg emt ninSge n Hh is/ N igRk e w Mie Pc- Vie o iee a ty v r Vluta Ivluta onr n nr y o y Sr g emt Mims igMt. Ctoe Fn Whr mle Skr NFlls Dcnet Dcnet Tta ta S e in atsHh a u m as a e e r e e or isonc isonc ol tin g n li in s rs tc s a s e s i Mims in ats li 6.5 1% 0% 0% 0% 7% 0% 6% 1.8 5%10 2% .6 .3 .1 .4 .9 .5 .3 4% .6 0% Hh is/Hh at. 6% 1.7 0% 3% 9% 8% 5% 6% 1.7 3.0 0% igRk igM in .7 5% .2 .0 .0 .2 .8 .7 2% 2%10 N Ctoe e u ms ws r 1.6 6% 2% 7% 5% 1.5 5% 9% 1.9 2.4 0% 6% .6 .8 .8 .0 0% .3 .2 4% 1%10 Fn as 0% 2% 0%6.9 3% 0% 1.1 0% 8% 7%10 .5 .7 .1 5% .5 .7 0% .7 .5 .3 0% Mie ahrs oWe v tc 1% 2% 0% 6% 5.5 4% 1.8 6% 1.3 3%10 .9 .8 .1 .0 2% .7 1% .9 0% .0 0% Pcmle ieee rs a 9% 1% 0% 0% 4% 5.9 9% 1.1 1.1 2%10 .0 .6 .1 .4 .8 0% .6 1% 0% .5 0% Vre Skrs a ty e e i e 1% 3% 0% 7% 1.2 9% 5.9 2% 9% 5%10 .5 .1 .1 .6 0% .5 0% .5 .3 .2 0% NFls or il 1.3 1% 0% 0% 6% 6% 2% 5.0 1.4 2%10 0% .8 .2 .2 .8 .3 .3 7% 2% .6 0% ACtoe ll u ms s r 1.9 4% 0%1.0 1.2 1.5 1.4 1.5 1.8 9%10 7% .2 .4 0% 0% 2% 2% 1% 1% .2 0%
Segmentation
Campaign Planning
Best Practices -- Flighting of Tactics
Week 1 Mass DRTV Interactive Catalog Events DM (Other) FSI Bill Inserts up2speed eMail* Bundles DM *email sent in Week Two of each month per client requirement Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Individual tactics play a unique role while integrating seamlessly for clarity, consistency and maximum communication impact. Mass, interactive and events : Raise awareness for promotion and seed the market for targeted tactics Catalog, DRTV, bill inserts and FSIs: Generate interest in specific offers; capture low hanging fruit Direct Mail: Communicates one-to-one based on optimal model/consumer criteria to stimulate purchase Permission marketing and events: Follow up and reinforce awareness/offers
Retention Modeling Test Design
Mrtioo1%mesrpsndnigligteclls Rssm 10 ig nf 0 o o i er etei hh hde . o u to0% a r r e w
Customer Migration
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
Behavior Mapping Personas/ Scenerios Day 2: All-Day Ideation Shadowing Day 1: Collect Artifacts One Page Brief Brand Translation Day 3: Present Concepts Animated Artifact
Experience Archtecture
Visual Design
Content
Customer Goals
Business Goals
Discovery // Insights
Brand Goals
Experience Brief
Ideation // Deep Dive
Proof of Concept
Experience Design
Technology Landscape
Fueled by customer insights and driven by brand values—the Experience Brief lies the foundation for the actual experience to be built upon. It does not provide the answers—but forges the appropriate strategic direction for the teams to pursue.
Mixed Media Brief
Rough Prototype Ideation/Deep dive allows the teams who architect the experience to explore various methods that drive creative problem solving and innovative solutions.
Motion Design
Technical Design Interface Design
Uncover
Customer, Brand & Business Insights
Define
The Experience Strategy
Ideate
Build
Immerse Interdisciplinary Teams
The Concept
Design
place—the
The Experience
With a Big Idea and Concept in
It starts with the customer, their wants,
needs and expectations—the brand and business objectives are also articulated to ensure that the experience (yet to be determined) will be strategically aligned. Personas, Scenerios, Social Trends and other illustrative tools bring the customer to life and help establish emotional sets.
The Experience brief sets the stage for breakthrough ideas.
A one-page Experience Brief succinctly captures the challenges and provides a high level strategy for how an Experience will be used to meet the challenges. A Mixed Media version of the brief is then created to provide inspiration
Teams must experience it for themselves. The ideation/deep dive is an
intense 3-day series of worksessions involving both creative and non-creative team members:
Day 1: A day will be planned for teams to get out of the office and capture as much first-hand insight as possible. Day 2: Teams will re-unite and engage in highly collaborative ideation sessions lasting the entire day. Day 3: Teams will present concepts in both written and visceral formats including sketches, photographs etc.
An Experience is tactile. The winning concepts, fueled by a “Big Idea” are built out in
rough—but tangible fashion. A proof of concept can be executed in a number of ways (prototype, motion test, clickable storyboard, etc.) the end result is something that goes
detailed Experience Design process begins.
and rational mind-
and
direction for both the internal team and
client. Regardless of format—its purpose is to generate enthusiasm and understanding.
beyond a static twodimensional page.
The core and extended teams are now fully engaged in the design process. First the core team lays out the foundation—then the extended team is brought in to execute the design.
TECHNOLOGY
v
BRAND EXPERIENCE LAB
v
v
CREATIVITY
CULTURE
Strategy and Solutions for Experience Marketing
1
Self-Reinforcing Internet Momentum
Search
Commerce
“Holy Trinity”
Communication
Content
Broadband
10
BRANDS Low Love High Respect
LOVEMARKS High Love High Respect
LOVE RESPECT
PRODUCTS Low Love Low Respect
FADS High Love Low Respect
Love/Respect Axis The Love/Respect Axis is a fantastic way to separate Lovemarks from brands, fads, and products. Remember—to be a Lovemark you must have high Respect. No Respect, no Lovemark.
2006 Annual Trust Barometer
The Trust Pyramid
Trust is derivative of a corporation’s country of origin, industry, as well as its own behavior. It is conveyed through communications programs combining a channel mix, paid and earned media, credible spokespeople, frequency of communications, and the coupling of local and global communications.
8
FUTURE OF MEDIA :
N UCTIO D PRO
MAINSTREAM MEDIA
MUSIC VOICE
CONSI ST
ENC Y
: STRATEGIC FRAMEWORK
PRO FES SIO N
EMBEDDED
AC
SS CE
FORMAT
VIDEO TEXT IMAGES
TIME SHIFTING SPACE SHIFTING FORMAT SHIFTING
AL IS
USER CONTROLLED
M
USER
CE EN G DI TIN AU V O GS
CHANNELS
O RADI T V / TRUM SPEC
PRIN T
GP RS
L I Z AT I O
SUMER CON
PASSIVE
GL
AD
O
CREATION
CA LO
CONTENT
IT ED JO UR NA LI ST S
CAB
AC TIVE
DISTRIBUTION
PC
TV
LE
FIXED
MA CD W X Wi M A
BL
N
SL
OBA
FILTERING
MOBILE
L I Z AT
ION
C R E AT O R
PAY PER VIEW SUBSCRIPTION CLASSIFIEDS
E E AM SOL G N CO
MP MOBIL ES 3P LA YE R
AL
VID
RI
D iPO EO P DA
O
TAR
MEDIA
D ET E G
ME A
DEVICES
UR
E
R SU
E ABL
GR
AG
EG
CO NV ER SAT
REVENUE
ION
FREE
ATE D
ADVERTISING
FEL S
ANN OTATI ON
www.futureexploration.net
SOCIAL MEDIA
PS NSHI IO RELAT
This framework is published under a Creative Commons Attribution-ShareAlike 2.5 License
Page 9
EX PO S
DIR
EC T
Web 2.0
CONFIDENTIAL
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Я
Trend Blend 2007+
Market deregulation Market deregulation Global voting Global voting Embedded intelligence Embedded intelligence Loneliness Loneliness Road pricing Road pricing High speed link High speed link Road Road booking booking Depression Depression Web 2.0 Web 2.0 Pessimism Pessimism Outsourcing Outsourcing Emotionally aware machines Emotionally aware machines Distributed manufacturing Distributed manufacturing Fantasy Fantasy Health Health Too much choice Speed retail Too much choice Speed retail Happiness Happiness Private equity Private equity Always-on Always-on Reality Reality Globalisation Globalisation Corporate power Corporate power Escapism Escapism Long-tails Long-tails Psychological neoteny Psychological neoteny Nationalism Nationalism Nanotech Nanotech e-voting e-voting Tribalism Tribalism Liberalism (opens in 2008) Liberalism (opens in 2008) Conservatism Biotech Conservatism Biotech Individualism Individualism Debt Debt Fertility Fertility Anxiety Anxiety Democracy 2.0 Democracy 2.0 Virtual currencies Virtual currencies Single global currency Single global currency
Micro-payment Micro-payment Contactless payment Contactless payment Compliance Compliance Ethics Ethics Artificial Artificial intelligence intelligence
Documentaries Documentaries Generational change Generational change
Digital cash Digital cash
Stored value cards Stored value cards
Urbanisation Urbanisation Time starved Luxury Time starved Luxury travel (need for speed) Work/Life balance travel (need for speed) Work/Life balance Speeding up up Speeding c c Guilty Guilty pleasures Luxury goods pleasures Luxury goods Premiumisation Premiumisation
Fear Fear
Cloning Cloning Humans 2.0 Humans 2.0 Robotics Robotics Corporate Corporate social social responsibility responsibility Nostalgia Nostalgia Free agents Free agents Aggregated Ageing Aggregated Ageing customisation customisation Farmaceuticals Farmaceuticals
Simplicity Simplicity
Pay-as-you-go Pay-as-you-go Pre-pay Pre-pay Social networks Social networks Exhibitionism Exhibitionism
Indulgence Indulgence
Wisdom of Wisdom of crowds crowds Sensory Sensory experiences experiences Fragmentation Fragmentation Time compression Time compression
Power shift eastwards Power shift eastwards Too much information Too much information Labour Labour migration migration
Forgetting Forgetting
Private Private currencies currencies
Voyeurism Voyeurism Boredom Boredom User-filtered User-filtered User-created User-created
Place shifting Place shifting Identity Identity solutions solutions Low cost travel Low cost travel Remote monitoring Remote monitoring VoIP VoIP
NGO power Geospatial web NGO power Geospatial web Natural Natural Carbon trading Carbon trading Resource scarcity Resource scarcity Water Water scarcity scarcity
Fair trade Fair trade
Telemedicine Telemedicine
Personalisation Personalisation On-demand Online medical records On-demand Online medical records Mass Mass customisation customisation Death of Death of cheques cheques Bio-simulations Bio-simulations Smart Smart vending vending RFID RFID Device convergence Device convergence
Skills shortages Skills shortages Blurring of sectors Blurring of sectors
Extended financial families Extended financial families Open innovation Open innovation Services Services Pop-up retail Pop-up retail Localisation Localisation Discipline Discipline convergence convergence Blended families Blended families
Location Location tagging tagging
Religion Religion
Search for meaning Search for meaning (Mon – Fri only) (Mon – Fri only) Trust + transparency Trust + transparency Voter antipathy Voter antipathy
Car sharing Car sharing Climate change Climate change Emission Emission Car politics Activism taxes Car politics Activism taxes Sustainability Sustainability Fuel cells Third spaces Fuel cells Third spaces Slow food food Slowing down down Slow Slowing Food miles Food miles Self-reliance Self-reliance Hydrogen power Hydrogen power Seasonal Seasonal Regional Regional
Flat tax systems Flat tax systems Self-serve Self-serve Authenticity Authenticity Story telling Story telling
Customised treatments Customised treatments Constant partial attention Constant partial attention
River of consciousness River of consciousness
Alternative technologies Alternative technologies
Convenience Convenience
Local transport Local transport
This map is published under a Creative Commons Attribution - ShareAlike 2.5 License.
SOCIETY & CULTURE SOCIETY & CULTURE GOVERNMENT & POLITICS OVERNMENT & POLITICS G WORK & BUSINESS WORK & BUSINESS MEDIA & COMMUNICATIONS EDIA & COMMUNICATIONS M SCIENCE & TECHNOLOGY SCIENCE & TECHNOLOGY FOOD & DRINK FOOD & DRINK MEDICINE & WELL--BEING EDICINE & WELL BEING M FINANCIAL SERVICES FINANCIAL SERVICES RETAIL & LEISURE RETAIL & LEISURE TRANSPORT & AUTOMOTIVE RANSPORT & AUTOMOTIVE T
LEGEND LEGEND
wildfire / designing interactions /
Wildfire / Designing Interacions / Digtal technology has
changed the way we interac wih everything from the games we play to the tools we use at work. In his new book, Bill Moggridge, designer of the firs laptop computer and co-founder of design firm IDEO tells the personal sories of 40 innovators who have shaped our interacion with technology /
FIAT / SERVICE ECOLOGY / LIVE|WORK /
Media Fragmentation
26 Different Media Touchpoints
Word of mouth TV Cable ISP/Search Engine At Retail Radio Product Article In-Store Promo Newspapers Newspaper Insert Direct Mail TV Broadcast Magazines Internet Ads
Outdoor Billboard Picture Phone Instant Messenger Email Ads Yellow Pages Satellite Radio Text Messaging MP3 Player Web Radio Video Games PDA Cell Phone TIVO
BIGResearch, 2006
What Does the Brand Experience Lab (BEL) Do?
Cultural Knowledge & Testing
BEL Narrative & Integration Expertise
Research & Ideation
Development & Implementation
Authentic & Relevant Branded Experience
Creative Product Solutions
Emerging Technologies 7
Project Apollo: Measuring Impact of Cross-Medium Integrated Advertising
Figure 2 Lifestyle Advertising in a media marketplace
Lifestyle Media Lifestyle Advertising
Socialization Participation Personalization
Trust Engagement Relevance
Consumer
Conversations
Advertiser
Content provider Media distributor
18
Our perspective
19
September 2004
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Video Over IP Digital Engagement
Network
Pricë!ess Pricë!ess
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Economics of Moving
20 of our customers moved away this year! Research indicated that Movers spend $8,500 during their move, and are open to trying new products and services. How do we more effectively target that consumer segment?
Key Mover Categories:*
• 84% of home buyers plan major improvements • 79% of home buyers plan to make new appliance purchases • 71% of movers will need a variety of insurance products • 71% of movers will change cable/satellite services
*Beta Research Corporation
• 67% of movers plan to buy new furniture • 58% of movers will purchase an existing home • 52% of movers will change or use banking services • 38% of movers will build a new home
Homestore
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New Touch-Based Mobile Services Emerging
Get information by touching smart posters! Your NFC device is your ticket!
TOUCH
Your NFC device is your travel card! Buy goods from vending machines with your phone!
Get information about your current job or task!
© 2006 NFC Forum
Your NFC device is your credit card!
5
↻u r bP↺¡NT Я
Яr :Searchⓡ
ё
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NΞTWORK Ξ
craigslist
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Telesoft VC Ecosystem Mtg Nov 2005
% of Time Spent on Internet
60% 50% 43% 40% 30% 21% 20% 10% 10% 0% 4% 3% 19%
Communications 44%
IM
Voice
Browsing
Chat
Search
14
There is a clear imbalance
Hours per week during leisure time (global average)
37%
Under 18 Aged 18-35
30%
Aged 35-54 55 and over % adspend
16
12 11 13
9%
14 16 16 1 1 1 Cinema 0.4% 2 Digital 8 5%
6
8 8 7
5
2 2 3
TV
Radio
Newspapers
Source: “Surveying the Digital Future”, Jeffrey Cole, 28 countries, 2005
2 2 2 Magazines
3
13%
Mobile Plus strategy – advertising
Different Advertising Opportunities on Mobile
35.0 30.0
24.6 27.8
Global On-line Advertising Revenues (£bn)
31.7
25.0
SMS/MMS push
Customer pull
21.2
20.0 15.0 10.0
6.4 5.3 5.0 9.4 13.4
17.2
5.0
Idle screen
Mobile TV inserts
0.0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Source: Yahoo investor presentation
Mobile advertising currently being trialled in UK, Spain and Ireland
10 Communacopia 2006 20 September 2006
Leading in innovation: a history of firsts
• Carat: first media independent; quantitative media planning a lead discipline • Isobar: first global digital communications network • Posterscope: first global OOH network • Deepblue: first in communications planning • MMA’s Avista: “filling a void in [ROI] analytics…”* MMA’ analytics…” …”* • Synovate Tandem: first global therapy monitors • Synovate Motoresearch: first virtual reality techniques
* Source: Gartner, Cool Vendors, March2006 March2006
… is the 30 second TV commercial
dead…?
… Nigel Morris, CEO - Isobar
Advertising Dollars Follow Audiences
Global Online Advertising Revenue
(dollars in billions and % of total ad spend)
dC jecte P ro 5 yr
$35.2 $28.8 $22.5 5.8% 7.0% 8.1%
=1 AGR
$41.4
8%
$51.6 $46.7
8.8%
9.5%
9.9%
2005
2006E
2007E
2008E
2009E
2010E
Source: PricewaterhouseCoopers LLP, “Global Entertainment and Media Outlook: 2006-2010”, June 2006.
PAGE# 4
Online ad growth
US Online Ad Market $ in Bn $30.6 $25.8 $21.1 $16.7 $12.5 $35.4
$15.0 $13.2
$11.2 $9.2 $13.9 $8.3 $3.6
2007
$7.2 $10.1 $4.5
2008
$5.1 $5.0 $2.4
2005
$12.0
$6.5 $3.0
2006
$5.4
2009
$6.5
2010
Classifieds/Other
Branded/Display
Search
Multi-Channel Online Marketing
1) ValueClick Aggregates Online Users via Publisher Networks 2) Optimizes Traffic via Technology and Expertise 3) Drives Traffic to Advertisers via Multiple Online Channels: Display Ad Units Opt-In Email CPC Search Affiliate Marketing Comparison Shopping
Online Users
Publishers
Web Sites Email Search
Advertisers
(5,000)
VCLK Markets: 160mm US 80mm EU
(50,000)
Ad Serving Tech. Email Mgt. Tech. Ad Agency Tech.
Publishers & Agencies
4
Explosion of video
Scale matters
Top US Online Properties, Ranked by Ad Revenue
2006E Domestic Revenues (ex-TAC)
1 2 3 4 5 6
Interactive Media
December 2006 UVs (000) 106,382 129,876
December 2006 PVs (MM) 10,734 35,651
PV / UV 101 274
$4.1 $2.7
$1.2
$1.0 $0.3 $0.3
111,612
97,681 31,969 73,273
14,601
16,445 644 41,450
131
168 20 566
Note: Domestic revenue is estimated based on analysts’ reports, except for AOL, which are actuals. Traffic source is comScore Media Metrix, Dec. 2006
Underinvested in the Internet
Top 10 overall advertisers • P&G • GM • Time Warner • Verizon • AT&T • Ford Motor • Walt Disney • Johnson and Johnson • GlaxoSmithKline • DaimlerChrysler
For 2005 Source: AdAge, June 26, 2006
Top 10 online advertisers • Vonage • AT&T • Dell • Walt Disney • GM • Apollo • Experian Group • TD Ameritrade Holding Corp. • Netflix • Verizon
Jan – Nov. 2006 Source: TNS
And digital is on the rise
Average hours per week media consumption
100 90 80 70 60 50 40 30 20 10 0 1900
Source: Carat
• 80% of all media digital by 2020 • 66% of all media digital by 2010 • 50% of all media digital by 2007
Outdoor Cinema Analogue radio Analogue TV Internet Print 1920 1940 1960 1980 2000 2020 Digital radio Digital TV Games Wireless
While consumers are moving on
% UK adults carrying out more than 1 media activity, during timeslot
12% 10% 8% 6% 4% 2% 0% 6am
Source: Carat
2001 2005
8
10
12
2
4
6pm
8
10
12
2
4
6am
Diminishing returns in TV
[ 7.84 / 21.00 ] x [ 0.5 x 0.5 ] = 9.3%
appendices
> Linking Strategy and Measurement
Metric Examples
Enterprise Value Creation Customer Value
> > > > > > > > > > > >
eP&L Shareholder value Channel value
Cross BU value Lifetime value Customer retention
Program Success
Customer acquisition cost Response rates Net yield
Operational Management
Daily traffic volumes Click throughs Log file analysis
US Adv Spending 2004-2006
Another take on the same numbers...
Same four categories account for only 51% of the aggregate marketing budget in 2005
And note a new category...
Let’s compare to overall U.S. advertising spend
Same four categories account for only 57.5% of the aggregate marketing budget in 2005
24/7 Media: Targeted Global Online Network
The 24/7 Media segment offers advertisers an array of campaign solutions, from highly targeted to broadest possible, across the Web sites of the 24/7 Web Alliance. 1 Competitive Advantages Proprietary behavioral targeting solution Sound editorial content across branded network of 850 publishers Alignment with publisher ensures quality inventory and dependable volumes
Competitors ValueClick Right Media Burst! Tribal Fusion Other ad networks
PAGE# 7
24/7 Technology: Integrated Ad Serving
In addition to powering all 24/7 Media solutions, 24/7 Technology’s innovative products are licensed to publisher clients with independent ad sales teams. 1 Competitive Advantages Fully integrated analytics package enables advanced ad targeting Leverages internal development specs and vetting for external clients Flexible deployment options based on singular platform
Competitors DoubleClick/Falk ValueClick Accipiter ADTECH Other ad servers
PAGE# 9
24/7 Search: Paid Search Optimization
Powered by the industry leading Decide DNA technology, 24/7 Search provides marketers with highly optimized paid search campaigns. 1 Competitive Advantages Highly scalable, award-winning Search Engine Marketing technology Integrated advanced character capabilities (foreign language functionality) Multivariable optimization controlling: keywords; bids; search engines; content
Competitors aQuantive Efficient Frontier Performics Did-it Other SEM’s
PAGE# 8
Pan-Asian Joint Venture with Dentsu
24/7 and Dentsu have expanded their partnership beyond Japan to deliver SEM services to additional strategic advertising markets throughout Asia. 1 Dentsu and TFSM each contribute $5.0 million in capital to Dentsu 24/7 Search Holdings (“DTF-SH”) 1 K.K. 24-7 Search will establish and provide initial management for local operations in each target country 1 TFSM will license its leading SEM technology, Decide DNA, to each local operating company (Opco) 1 Dentsu leverages local relationships for the benefit of local Opco’s. 1 Local Opco’s will be the preferred SEM service providers for Dentsu and TFSM affiliates in each region
DTF-SH
K.K.SEARCH
PAGE# 12
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE
A 360° CONVERSATION
David Adelman, media director Johnson & Johnson Global Marketing Group
Richard Beaven, CEO Initiative North America
The rise of digital media, with all its new forms of reaching consumers, is bringing about a change in how marketers and their agencies do business. Before, marketing efforts centered around different media silos, such as print, broadcast, cable and online.Today, in a move that is shaking up marketing as companies are pushed to rethink—and even restructure—their efforts, the focus is shifting to a customer-centric approach: a 360° media world. Even while some are just starting to realize they need to change, the definition of 360° media is expanding as the marketers and their agencies already in this area push the boundaries and explore the shifting relationship with the consumer.
New York, as U.S. director of digital communications in March. Smaller integrated shops, such as Deutsch Inc., say their larger competitors are finally coming around to their way of doing things, putting creative development and media planning under one roof. “We’ve been seeing for a number of years a growing frustration with the separateness that exists at the media-only shops,” says Peter Gardiner, chief media officer at Deutsch. “They’ve figured out this all has to work together, and they’re hiring people to rebuild themselves back into integrated companies.” Ms. Gerzema says Universal McCann is organizing itself from a communications perspective, tying three “ecosystems” together organically. The client relations department consists of account directors and planners who understand the business side and work with clients most directly. The insights and applications team includes researchers, media planners and consumer insight specialists. The operational team is the internal group working behind the scenes in human resources and internal communications to help optimize efficiencies across the board. Ms. Gerzema says that each group includes different disciplines but that each can learn from the other. “One of the things I’m trying to do is share best practices,” Ms. Gerzema says. “Even though people may be in different departments, their experience is similar. Making sure different disciplines are working together is crucial, with insights people providing oxygen to people providing ideas.” As agencies reorganize, they are also trying to improve how they assess the effectiveness of their campaigns. Many companies are building proprietary systems and tools to measure how consumers come into contact with brands and which contacts are most effective in building usage and loyalty. Both Starcom and Mediaedge:cia are working with market research company Integration to build custom versions of its MCA (Market Contact Audit) product. Mediaedge calls its tool Connections and designed it to analyze the relative impact of different media choices, not only in driving initial demand for a product but also in spurring consumers in the activation phase, when ad campaigns are trying to get them to buy. By studying consumer behavior and the way different media influence it, Mediaedge and other agencies are adapting to the 360° world, says Lee Doyle, the company’s managing partner and director of client services. “We’re examining what is the communications challenge better than we have in the past,” he says. Because tools such as Connections rely partly on consumer interviews, however, they can’t always provide much measure-
To find out where this is all heading, along with the wrenching changes the trends have wrought within companies, writer Kathy Haley talked recently with David Adelman, media director, Johnson & Johnson Global Marketing Group; Richard Beaven, CEO, Initiative North America; and Andrew Swinand, president-chief client officer, Starcom Worldwide. An edited transcript of their conversation follows.
¡ADVERTISING AGE: Is 360° media the approach you and your organizations are using today? DAVID ADELMAN: That’s a good enough name for it. We call it integrated communications. ANDREW SWINAND: The definition has changed. Before, people talked about surrounding the target, and it was very much that you would build a silo around every angle. But it was all still very isolated. The biggest thing that changed is the definition of Continued on page M48
ment of emerging media that might be highly appropriate for some clients’ campaigns. To experiment with venues such as these, agencies and their clients must be willing to take some calculated risks, Mr. Tobaccowala says. He recommends an approach he calls 95/5: “Take some of the most interesting people in your company and, instead of putting them against your biggest existing business, put them against your biggest opportunities.” Assign to these people 5% of the company’s budget to pursue the opportunity, leaving the rest of the company to deliver 100% of objectives with 95% of budget. Do not, under any circumstances, cut the 5% of budget assigned to the experimenters, and do not require them to move a single case of product. “By their very nature these people know your existing businesses, and they have the credibility within the company that they can mess things up if they are learning,” Mr. Tobaccowala says. “And once they learn, they can incorporate their learning into the company.” Above all, Mr. Tobaccowala says, companies must move forward with strategies like 95/5 if they are to take full advantage of 360° media realities. “You cannot learn by thinking about this,” he says. “You can only learn by doing.” o
NOVEMBER 6, 2006
M5
360
MEDIA GUIDE
0
SPECIAL ADVERTISING SECTION OF ADVERTISING AGE
AT A GLANCE
2 broadcast networks, 13 cable channels, more than 25 Web sites Keith Turner President, Sales and Marketing NBCU Television Networks [email protected] Marianne Gambelli EVP, Sales and Marketing [email protected] James Hoffman SVP, Network Entertainment Sales [email protected] Shari Post VP, NBC Late Night, NBC Daytime and Bravo Sales [email protected] John Kelly SVP, NBC News Networks [email protected] Mark Miller SVP, USA Network, Sci Fi Channel Sales [email protected] Seth Winter SVP, Sports and Olympic Sales [email protected] Tom Paredes VP, Sports and Olympic Sales [email protected] Steve Mandala SVP, Telemundo Network Sales [email protected] Peter Naylor SVP. Digital Media Sales [email protected]
NBC UNIVERSAL
NBCU sales and marketing is well-positioned to serve clients in the rapidly changing media landscape.
New platforms, new metrics and new accountability require a new approach to the marketplace, and NBCU is working with clients developing the best solutions for brands and products. Beginning with the 2006 upfront, NBCU introduced the TV360 programming strategy, designed to engage consumers with original content on multiple platforms and provide advertisers with deeper integration opportunities. The NBCU sales team is well-versed at working with clients to develop these multiplatform opportunities. NBCU recognizes that successful campaigns are ones that work for both the client and the media company, and most important, the viewer/user. These campaigns need to be organic to the programming concept, relevant and timely. The core programming content of each NBCU network and cable channel has been extended online with original “webisodes,” behind-thescenes videos and blogs, Flash games and full-episode streaming, as well as other interactive features. NBCU wireless offerings have been expanded to include wireless Web, video, ringtones, wallpaper and games, in addition to live text polling and voting. Video-on-demand has extended promotion and advertiser reach into a medium allowing consumers more control over when and what they watch, in a prequalified ad environment. And finally, with the addition of broadband sites such iVillage.com and dotcomedy.com, NBCU is able to give advertisers greater exposure in some of the fastest growing consumer segments online. o
SIZZLING OPPORTUNITIES
Sci Fi gives advertisers full access to what critics hail as “one of the best shows on television” with a 360° opportunity that includes on-air, online, VOD, DVD and print. New look, new communities, more opportunities to reach women who are dynamic, smart and excited about the possibilities of life.
CASE STUDIES *
Consumers interacted with advertiser’s brand through sponsorship of NBC.com play-athome game, exclusive mobile model video bios, SMS alerts and multiple in-show integrations. Advertiser engaged consumers through inshow integration, nominated artists’ ringtones, and featured-artist segments throughout Telemundo, Mun2 and YahooTelemundo.com programming. Advertiser received sponsorship of mobile SMS and MMS campaigns, iTV voting, customized Bravotv.com features and in-show integration connecting consumers to the brand across multiple platforms.
PLATFORM
PRODUCT NBC, Telemundo, MSNBC, CNBC, Bravo, Sci Fi, USA Network, Sleuth, Universal HD, Weatherplus, Mun2, Telemundo Puerto Rico, CNBC World
DESCRIPTION Entertainment, news and sports programming across two broadcast networks and 13 cable channels.
MARKETING OPPORTUNITIES Branded entertainment and customized solutions with in-show product placement, off-channel promotions, billboards, logo features and customized segments
On-Air
TV Web Sites
NBC.com, YahooTelemundo.com, MSNBC.com, CNBC.com, BravoTV.com, SciFi.com, USANetwork.com, SleuthChannel.com, UniversalHD.com, Weatherplus.com, HolaMun2.com AccessHollywood.com, MeganMullally.com, NBCSports.com
Deep interactive online content such as deleted scenes, webisodes, games, blogs from show characters and executive producers and mash-ups from most NBCU shows.
Customized sponsorships with branded integration on show sites, including sponsor logo, display ads, preroll and rich media ads
Broadband
iVillage.com, Gurl.com, Astrology.com, Healthology.com, GardenWeb.com, HealthCentersOnline.com, NBCFirstLook.com, DotComedy.com, Trio.com, BrilliantButCancelled.com, Outzonetv.com
User-generated video, blogs, message boards, photo galleries, RSS feeds and podcasts on NBCU original broadband community building Web sites.
Customized sponsorships with feature/site ownership through logo and product integration, display ads, preroll and rich media ads
VOD
NBC, Bravo, USA Network, Sci Fi Channel
Full episodes, available after network airing
Commercial units and sponsorship (lengths vary)
iTV
Various shows from across NBC, Bravo, USA Network, Sci Fi Channel
Remote-controlled iTV applications for voting, polling and brochuring
Sponsorship, ads (varying lengths) and brochures
Mobile
NBC Mobile
Wireless video, ringtones, games and wallpaper from NBC News, NBC Late Night, “Access Hollywood,” Bravo originals and NBC Primetime programming
Logo and commercial integration into programming (commercial lengths vary)
Contact your NBCU account executive for more information on case studies or visit www.nbcumarketplace.com.
M30
NOVEMBER 6, 2006
The result of the additional sensing and connectivity will be a rapid proliferation of applications that take advantage of this "real-world Web," similar to the flood of ideas (many ill-founded, some transformational) that have surrounded the World Wide Web (see Figure 15). Business applications will center on increasing visibility of physical assets, including equipment, products and even people. CIOs should seek early tagging and sensing applications where improved visibility of items or location will avoid ongoing costs or avert undesirable events. Figure 15. Emerging Technologies
Location GPS, Galileo Object Identification 1-D and 2-D Bar Codes, RFID Tags Point-of-Sale Scanner Reads Phone Screen
Microelectromechanical Systems Direction, Acceleration
Wireless Networks Wi-Fi, Bluetooth, ZigBee
Lookup Services People, Products, Bar Codes ...
Source: Gartner (September 2006)
Sensor Networks Temperature, Chemicals …
3.2 Create Road Maps for Emerging Business
Figure 16 shows some emerging business trends. Proactive transparency has crept up on businesses during the past five to seven years. Innovators are using the trend as a competitive weapon. A clear example is open-source software, through which powerful new models for creating business value have been developed. For public corporations, the globalization of capital flows requires increased disclosure of information. To compete for capital, they must reduce risk to lenders by keeping them better informed. In globalized microbusiness, IT is penetrating emerging consumer markets at an incredible rate. Using the Internet, a small company such as Share Microfin can interact with major financial corporations around the globe. Companies lend small amounts, perhaps $60 or $70 at a time, to transform the lives of individuals who use the money to start a village business. In this case, business units of ING and Deutsche Bank are forming partnerships with this innovative institution. In the "next era of productivity," improvements in productivity from past IT efforts will slow down, causing businesses to commence a new generation of profit-seeking productivity gains in business processes and especially in occupations that have been largely untouched by IT. Of the 22 major occupational categories recognized by the U.S. Department of Labor, five clerical
Publication Date: 27 October 2006/ID Number: G00144450 © 2006 Gartner, Inc. and/or its Affiliates. All Rights Reserved.
Page 25 of 29
Using The Internet to Engage Consumers: Techniques and Technologies
Harun Asad May 2006
AOL Confidential - not to be reproduced or distributed without prior written consent of America Online, Inc.
Agenda
Why Focus on “Engagement”?
What Is AOL Doing?
AOL Consumer Insights
Social Orientation
Media Engagement
A Framework for Engagement
IAG Research, Making Engagement Work, April 2006
AOL Targeting Capabilities
Content Affinities
Audience Affinities
Data Targeting
Behavioral Targeting
How Does Targeting Fit With Engagement?
Targeting
Customer Strategy & Investment > Optimization
Mission: Drive significant improvements in marketing productivity by “building the bridge” between strategies and ongoing performance optimization
Customer Strategy
Strategy Development Economic Business Case Measurement Plan Design & Execution
Measurement & Ongoing Optimization
Measurement & Reporting
> > > > > > >
CRM Strategy Segmentation Value Proposition Development Channel Investment Optimization Analytic Customer Insight Loyalty Strategy Pricing Strategy
>Ongoing Cross-Channel Marketing Optimization >Customer Information Design >Measurement Infrastructure Enablement
13
> Strategy & Analysis Team Overview
Increasing Marketing Productivity Through Customer Insight
Strategy Development (SD) Measurement and Decision Analysis (MDA)
Customer Research (CRG)
> > > > > > >
Market analysis Competitive analysis & benchmarking Channel strategy & analysis Value chain analysis New technology trends Business model analysis Financial & economic analysis
> > > > > > > > > > >
Measurement strategy development Analytic segmentation Test design Reporting and analysis design Statistical modeling Financial modeling Web marketing measurement Site analysis Customer data design/architecture Process modeling and design SAS, SQL, on-line measurement tools
> > > >
> > >
Survey development Test design and sampling Analysis and Interpretation >Multivariate analysis >Conjoint and discrete choice In-house moderating >Focus groups >On-on-ones >Usability Use model analysis Competitive assessment Benchmarking
> > > > >
Focused on practical, achievable initiatives that can be implemented
• Team
Grounded in 20 years of implementation experience of what works
Accountability for success of results in the market Combination of strategy generalists and analytic specialists Experienced consultants from top strategy & analytics firms – Bain, BCG, McKinsey, Mercer, MAC Group, Monitor, Accenture, Epsilon, Capital One 92 team members globally
> Key Trends/ Challenges
Industry trends are making measurement more challenging… …Digitas is working with clients to face these challenges and drive greater insights
>
Difficulty linking marketing investments to shareholder value
GM, Delta, Celebrity Marketing “Balanced Scorecards” Financial Services interactive P&L Gillette, FedEx brand testing
> > > > > > > > > >
Difficulty optimizing marketing investments across multiple dimensions • Channels • Products • Lifecycle stages
ATT Winback Test & Learn Delta, Celebrity Lifecycle Measurement/ Modeling AEFA Channel Performance Barnes & Noble Readers Advantage ROI Modeling LL Bean Cross-Channel Measurement/ Modeling
Financial Services Profiling/ Targeting Travel Services Web Measurement Improvement Gatorade Consumer Panel
Cost/ complexity of robust measurement solutions
Summary
Mission
Core Competency
Client’s Measurable Success Objectives
Three Service Areas Operating Method
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
Accountability Solutions
Customer Level Data
Fans
Campaign Level Data
Campaign Reporting
Company Level Data
7.2 6.8 6.4 6 5.6 5.2 1 2 3 4 5 6 7 8 9 10 111213 141516 1718
Causal Modeling
Predictive Models
High Value Customer Recognition Program
Variety Seekers
LTV Analysis
Churn by Month -- Actual and Moving Average curves 1.80% 1.60% 1.40% C h u rn R ate 1.20% 1.00% 0.80% 0.60% 0.40% Apr-02 May - Jun-02 Jul-02 Aug- Sep- Oct-02 Nov - Dec- Jan-03 Feb- Mar- Apr-03 May - Jun-03 Jul-03 02 Involuntary 3 per. Mov. Avg. (Voluntary) 02 02 02 Voluntary 3 per. Mov. Avg. (Involuntary) 02 03 03 Total 3 per. Mov. Avg. (Total) 03 1.25% 1.09% 1.51% 1.58% 1.44% 1.66% 1.36% 1.35% 1.40% 1.37% 1.46% 1.42% 1.31% 1.53% 1.42% 1.61%
Media Mix Modeling
M a inim lists Nw e C sto ers u m H hR k/ ig is H hM in na e ig a te nc Mv o ie W tch a ers Fa s n
N o F rills
V ariety S eke e rs P m alers iece e
Churn Models
Edg emt ninSge n Hh is/ N igRk e w Mie Pc- Vie o iee a ty v r Vluta Ivluta onr n nr y o y Sr g emt Mims igMt. Ctoe Fn Whr mle Skr NFlls Dcnet Dcnet Tta ta S e in atsHh a u m as a e e r e e or isonc isonc ol tin g n li in s rs tc s a s e s i Mims in ats li 6.5 1% 0% 0% 0% 7% 0% 6% 1.8 5%10 2% .6 .3 .1 .4 .9 .5 .3 4% .6 0% Hh is/Hh at. 6% 1.7 0% 3% 9% 8% 5% 6% 1.7 3.0 0% igRk igM in .7 5% .2 .0 .0 .2 .8 .7 2% 2%10 N Ctoe e u ms ws r 1.6 6% 2% 7% 5% 1.5 5% 9% 1.9 2.4 0% 6% .6 .8 .8 .0 0% .3 .2 4% 1%10 Fn as 0% 2% 0%6.9 3% 0% 1.1 0% 8% 7%10 .5 .7 .1 5% .5 .7 0% .7 .5 .3 0% Mie ahrs oWe v tc 1% 2% 0% 6% 5.5 4% 1.8 6% 1.3 3%10 .9 .8 .1 .0 2% .7 1% .9 0% .0 0% Pcmle ieee rs a 9% 1% 0% 0% 4% 5.9 9% 1.1 1.1 2%10 .0 .6 .1 .4 .8 0% .6 1% 0% .5 0% Vre Skrs a ty e e i e 1% 3% 0% 7% 1.2 9% 5.9 2% 9% 5%10 .5 .1 .1 .6 0% .5 0% .5 .3 .2 0% NFls or il 1.3 1% 0% 0% 6% 6% 2% 5.0 1.4 2%10 0% .8 .2 .2 .8 .3 .3 7% 2% .6 0% ACtoe ll u ms s r 1.9 4% 0%1.0 1.2 1.5 1.4 1.5 1.8 9%10 7% .2 .4 0% 0% 2% 2% 1% 1% .2 0%
Segmentation
Campaign Planning
Best Practices -- Flighting of Tactics
Week 1 Mass DRTV Interactive Catalog Events DM (Other) FSI Bill Inserts up2speed eMail* Bundles DM *email sent in Week Two of each month per client requirement Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8
Individual tactics play a unique role while integrating seamlessly for clarity, consistency and maximum communication impact. Mass, interactive and events : Raise awareness for promotion and seed the market for targeted tactics Catalog, DRTV, bill inserts and FSIs: Generate interest in specific offers; capture low hanging fruit Direct Mail: Communicates one-to-one based on optimal model/consumer criteria to stimulate purchase Permission marketing and events: Follow up and reinforce awareness/offers
Retention Modeling Test Design
Mrtioo1%mesrpsndnigligteclls Rssm 10 ig nf 0 o o i er etei hh hde . o u to0% a r r e w
Customer Migration
Proprietary and confidential. Do not copy, duplicate or distribute without prior permission from Javelin Direct Inc. © 2006 Javelin Direct Inc. All rights reserved.
