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Archive for September, 2011

  • Sep
  • 19

A Focus on Clicks Could Be Damaging Your Brand

A_focus_on_clicks_could_be_damaging_your_brandFor many premium and luxury brands, the ‘click’ remains the primary means for measuring the effectiveness of online advertising campaigns. But the click is an inadequate metric for the task.

The primary problem is that so few people click on online advertising – comScore found that 2/3s of internet users didn’t click on displays ads over the course of any given month and 16% of internet users accounted for 80% of all clicks. Worse still for premium and luxury advertisers, ‘clickers’ were found to be younger and less affluent than ‘non-clickers’.

So in focusing on the behaviour of a small minority of internet users who are unlikeley to be in their target market, premium and luxury marketers are ignoring the impact their advertising is having on the majority who don’t click. This could be potentially damaging for their brand.

Research from comScore has confirmed that there is a ‘branding effect’ to online advertising.  Those exposed to display campaigns are more likely to visit the advertiser’s website post impression, more likely to conduct an advertiser-related keyword search and more likely to make a purchase online from that advertiser.

The problem with optimising campaigns for clicks is that the creative becomes functional and often ‘deal led’ – a simple signpost to the brand’s website with little or no opportunity for engagement with the brand. At best, this may be missing an opportunity to optimise the post impression activity observed by comScore, at worst it may have a negative impact on consumers’ perceptions of the brand.

So if the click is such an inadequate metric, what should replace it?  A study by Microsoft, MediaMind and comScore has proposed the Dwell Score.

Dwell is a measure of the amount of time that a user spends interacting with a rich media (interactive) ad. The Dwell Score is derived from multiplying this Dwell Time with the Dwell Rate, that being the proportion of users who interacted with the ad.

The study found that the average Dwell Rate was 4.6 and the average dwell time was 53 seconds. This latter metric demonstrates the power of creating engaging online advertising that consumers can interact with – the brand is able to command a hefty chunk of consumers’ undivided attention.

High Dwell scores were found to have highly positive influences on consumer behaviour – branded searches were observed to increase up to 39%, site visits became up to 70% more likely and site engagement metrics increased too – page views by 125% and average visit length by 85%. In fact, even low Dwell Score campaigns had positive influences on consumer behaviour, although clearly much weaker than those observed for ads that achieved higher engagement.

In addition, click thru rate was found to be a highly unreliable indicator of Dwell Score. Campaigns that generated high CTRs didn’t necessarily deliver high dwell rates and vice versa, so brand’s can’t rely on CTR as a proxy for Dwell Score.

Premium and luxury brands marketers are careful to protect and enhance the equity of their brands in other media and and the lesson of this research is that they should take the same mantra into their online advertising campaigns.  By investing in highly engaging and interactive rich media advertising for their target audiences they can create the double benefit of enhancing those consumers’ perceptions of their brand and driving the right sort of post impression clicks to their site.

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By: Carla Burgess

  • Sep
  • 19

Trends in Online Fashion Shopping

Online_shopping_trendsBack in 2000, when the ‘dotcom’ bubble burst, pioneer fashion etailers like Boo.com went bust because consumers weren’t prepared to forego the ‘touch and feel’ factor of offline shopping for the convenience of purchasing online. Much has changed in the past decade and today, whilst the majority of shoppers prefer to shop on the High Street (55%), just under half prefer to shop on the internet (45%).

This is just one of the findings from research commissioned by GSI Commerce and summarised in their 2011 UK Fashion Retail Report, which analysises the latest trends in online fashion shopping in the UK.

The research also found that although most consumers prefer to conduct the final purchase in store, almost 2/3 (64%) of those surveyed visited fashion retailers sites to research items before deciding to buy them on the High Street. Perhaps unsurprisingly, women (71%) were more likely to undergo online window shopping prior to purchase than men (52%).

And whilst online features such as filtering search results via size and colour and reading other customer reviews were popular amongst consumers, videos and sharing features were found useful by 5% or less.

But for us, the most interesting part of GSI’s research was into the role that social media played in the online fashion purchase process.

It has to be said that for most fashion consumers, social media played no part at all – GSI’s research found that 90% of their sample revealed that they hadn’t interacted with any fashion brand via their Facebook, Twitter or mobile sites.

However, the 1 in 10 that did interact did so on a frequent basis. Social shoppers aged 35-45 were the most engaged, with 71% of the sample interacting with a fashion brand’s Facebook page on a  daily basis.

Not only were those interactions frequent, they were meaningful too. Over 1/2 (54%) of social shoppers were found to believe that the conversations they had with brands on social media platforms had changed their perception of those brand, with men’s perceptions more likely to be influenced than women’s.

Of course, perceptions can cut 2 ways and what’s clear is that consumers are not prepared to make allowances for the fact that social media is a new channel. Customers clearly expect the experience to be of a high standard and consistent with other channels.  If the brand delivers a good experience, then they can enhance customer perceptions and loyalty. If they don’t, customers won’t be forgiving.

One way of keeping social shoppers happy is to give them what they want, and the research found that what most social shoppers wanted to hear about was the latest offers (49%) and competitions (48%). They also saw social media as a useful channel for getting direct answers to questions or complaints (33%) and to join in conversations with other friends and fans (21%).

Social shopping was not high up on the agenda, but seemed to grow in importance the more affluent the shopper – 3 times as many luxury consumers (21%) were interested in purchasing via social media channels than value shoppers (7%).

GSI ’s recommendation was to appoint a board level ’social media’ champion to ensure social media strategy was being discussed at the very highest level of the company.  We’d agree.  With social media channels likely to become more rather than less popular with consumers as more and more see the benefits, this channel is going to become ever more crucial for managing a brand’s reputation. As social media inevitably develops from purely a marketing channel to a customer service and sales channel too, only involvement and participation across the company is going to ensure that this tool is being leveraged to the full extent of its potential.

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By: Graham Painter

  • Sep
  • 19

Facebook – Awareness Driver or Retention Tool?

Facebook_Acquisition_or_Retention_toolFor many premium and luxury marketers, Facebook is perceived to be a tool that should be used at the early stages of the purchase cycle. Strategies focus on building large followings and driving those fans to brand sites to get the purchase journey underway. It’s no doubt one of the reasons that a recent survey of US CMOs found that over 1/2 measured the success of their social media campaigns by website visits, over 1/3 by the size of fanbases but less than 1 in 7 used sales generated as their measurement metric. 

But recent research findings released by DDB Worldwide and Opinionway Research has revealed that Facebook may be at its most effective at the opposite end of that purchase funnel. Their research found that 84% of a typical brand’s Facebook followers were in fact existing customers. 

This finding makes sense on 2 levels. Firstly, isn’t Facebook a place where people go to stay in touch with people they already know, rather than a place they go looking for new friends? It wouldn’t be surprising if the motivations that applied to personal use of the medium also applied when interacting with brands. Based on this assumption, search would seem a more natural environment for customer acquisition, Facebook for customer retention. 

In addition, one of the primary motivations for following brands on Facebook is for customers to show their support for and affinity with the brand they’ve choose to follow – the more affluent the customers, the more important this motivation becomes.  People are unlikely to feel an affinity for a brand they haven’t yet purchased a product from.

The logical conclusion of DDB/Opinionway’s findings is that Facebook would be more effective if used to leverage re-purchase, rather than initial purchase.  It should be viewed as a retention tool, rather than an acqusition tool, and be integrated into a brand’s customer relationship management strategy rather than its customer acquisition strategy.  Hence, brands should be looking to offer their Facebook followers largely what they offer their loyal customers – whether that be loyalty discounts, advance news on new product launches or invitations to exclusive events. 

A_T_R_R

That’s not to say that Facebook can’t work as an acquisition tool too.  For new brands without established customer bases, offering prospects a compelling reason to ‘like’ their page combined with effective promotion on Facebook can be highly effective in building a following. But established brands might be best advised to shift their focus from trying to recruit new followers via demographic or interest targeting to leveraging their existing fan bases by using a ‘member-get-member’ approach. For example, they may encourage their followers to spread the word to their friends by offering incentives, or by advertising to their followers’ friends using tools such as Sponsored Stories. 

Of course, the revelation that Facebook fan followings are so heavily populated with loyal customers poses its own challenges, not least the management of discrete loyalty segments when every follower can see every wall post. But for brands looking for a focus for their Facebook strategy to drive demonstrable return on investment, it points the way down a potentially lucrative path.

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By: Carla Burgess

  • Sep
  • 6

Is the Daily Deals Juggernaut Running Out of Steam?

One of the features of the recession has been the rapid growth of traffic to coupon and reward sites, as consumers look for discounts to justify their little indulgences amongst the economic gloom. According to Ofcom, in the 12 months to April ‘11 visitors to reward and coupon sites increased by 25%. 40% of al UK web users now visit such sites.

Much of this growth has been driven by the daily deals phenomena.  Users sign up to a daily deals service in their locality and then receive daily emails letting them know about offers from local businesses, usually at highly discounted rates. For some services, the deal is available to all irrespective of take up – for example, Kelkoo Select. But for others the deal only becomes triggered once a certain critical mass of users opt to take it up – hence the term social shopping, as it someone wants a deal, it’s in their interests to get their friends to take it up as well.

Groupon has grown to be the dominant social shopping service in the UK. It’s growth has been rapid since it’s UK launch in January 2010 and by April this year, it was reaching 16% of all internet users. It’s nearest direct rival, LivingSocial, was only 1/8 of the size in the same month, although a recent TV advertising campaign may have narrowed the gap.

Coupon_and_rewards_sites_active_reach

So daily deals seem to be on an up in the UK but things aren’t so rosy in the US, and trends have a habit of migrating across The Pond.

Although Groupon in the US commands a healthy 115m subscribers, it appears that those subscribers are become increasingly fatigued with daily deals.  Figures from Experian Hitwise show that Groupon has lost 50% of it’s web traffic since it’s peak in June.  The holiday season may explain some of the fall, but LivingSocial has grown by 27% in the same period and is now almost half the size of it’s rival.  If this trend continues, Groupon will be in the number 2 position by the end of the year.

US_Visits_to_Groupon_and_LivingSocial

But a deeper malaise in the daily deals industry has been revealed by those that are getting out or scaling back.

After just 4 months, Facebook recently announced the end of their Deals experiment – although check-in deals will remain.  And Yelp in the US is seriously scaling back it’s daily deals service.

The problem with this market are 2 fold – the barriers to entry are too low and the sales and marketing costs are too high.  The market has been flooded with new daily deals services and consumers in the US have simply become sated with choice - in fact, 52% of US admitted being overwhelmed by the number of daily deals emails in their inboxes. In addition, the sales and marketing costs have proved to be so exhorbitant that not even the number 1 player, Groupon, is turning a profit.

For brands, the questions has always been whether offering product at such heavily reduced prices makes sense.  Clearly, if the product is ‘distressed’ or ‘end of line’ and the transaction makes sense at the discounted level, then promoting via dail deals services makes sense. Brands such Gap have also had success with discounted gift vouchers.  But the debate rages as to whether social shopping creates new customers, or just offers discounts to those who will never pay full price.

It’s a little early to tell exactly what’s going to happen to the daily deals market – a 2 month dip in the market leaders traffi, albeit serious, is not yet a trend. And whilst the cost of living continues to rise, it makes sense that services that allow consumers to enjoy indulgences at much reduced prices will continue to thrive.

But what we are probably seeing is the start of consolidation in this industry as those sevices with less resources get weeded out and those less committed deal hunters fall away. However, we believe the daily deals story still has some way to run.

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By: Carla Burgess

  • Sep
  • 6

Luxury Marketers Mustn’t Get Left Behind in the Smartphone Revolution

Smartphone adoption is growing, and growing fast.

According to Ofcom’s latest Communication Report, 27% of UK adults now say they have a smartphone, with 59% of that total claiming to have purchased one in the past 12 months and 33% in the past 6 months. Given that 48% of new mobile phone sales in Q1 2011 were smartphone sales, its clear that the 50% penetration mark will be passed sooner rather than later -  a remarkable rate of adoption given that mobile phones took 15 years to reach that point.

Unsurprisingly, given the price of smartphones and the level of contract associated with the more aspirational models, smartphone users are skewed towards ABC1s (32% vs. 20% C2DE) and are more likely to be men (32% vs. 21% women). They’re also likely to be younger, with 50% of 16-24s owning a smartphone and 42% of 25-34s.  However, smartphone penetration only falls markedly below the UK population average for when the 55+s age cohort is reached (7%) – penetration amongst 35-54s is still above the UK adult average at 29%.

Take_Up_of_Smartphones_Amongst_UK_Population

In terms of handsets, the iPhone is still the most popular brand overall (32% of the UK smartphone market), followed by Blackberry (24%),  HTC-Android (14%) and Nokia (12%). However, Blackberry are ahead of Apple for the younger 16-24 age group, largely because of the popular Blackberry Messenger.

So we’ve established that smartphone owners are an interesting target for many luxury brands, being most likely to be male, upmarket ,under 54 and carrying an iPhone, but what exactly are these people doing with their phones?

Well, the most popular activities are still the 2 core functions - making and receiving calls and sending and receiving texts - undertaken by 81% and 79% respectively of smartphone owners every day.

But internet access is growing in importance. In Q1 2011, 32% of people in the UK used their mobile to access the internet.  Again, mobile internet use was skewed male (although only slightly – 34% of men vs. 30% of women), upmarket (41% of ABC1s) and young (1/2 of all adults under the age of 34, and 1/3 of 35-54s).  57% of those mobile internet users were heading to social networking sites, with over half of those mobile social networkers doing so on a daily or near daily basis.  And although 53% were using the mobile internet to send and receive emails  and 42% were using their phones for mobile search, social networking dominated mobile browsing time  – mobile users of Facebook spent an average of 11 mins a day on the site in December 2010.

Use_Of_Internet_By_Mobile_Users

But what about apps, the cornerstone of most brands’ early mobile strategies? These were found to be a little more niche. Although half of adult smartphone users were found to have downloaded an app, only 1 in 5 did so regularly.  A typical profile of a mobile app user was found to be male, aged between 25-34.

So what does this plethora of insights tell us about how luxury brands should approach their mobile strategies? 

Well first, a comprehensive mobile strategy is becoming pressing.  Only those with client bases at the top end of the age bracket can confidently let this revolution pass them by knowing it will have a minimal impact on their business.

Secondly, brands shouldn’t ignore the 2 mass applications on mobile phone – everything bar voice and text is a minority pursuit. That’s not to say that companies shouldn’t build mobile websites and mobile apps, it just that they should also make sure they fully appraise the value they can add for their customers by implementing voice and text initiatives as well.

And finally, brands need to think mobile when implementing social, email and search campaigns. For example, are emails being delivered in a way that is optimised for mobile?  How can the brand engage and add value for mobile Facebook users?  And where does mobile search fit into overall search strategy?

In summary, brands need to fully appraise where mobile fits into the purchase journey and how can they can use it to make research and purchase more convenient for their consumers. Move quickly and there’s a competitive advantage to be gained but brands that are slow off the mark risk losing potentially lucrative customers to rivals.

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By: Graham Painter