HYPESession: From strategic planning to channel planning

1. Who we are

2. What has happened?

3. How does that affect strategy planning?

4. What to do?

5. Tips & tricks

6. Let’s talk

THIS IS NOT A ONE WAY STREET.

JACOB & DAAN

WHO WE ARE

Jacob Schorer

Daan Richard

WHAT HAS HAPPENED?

“PEOPLE DON’T GO ONLINE ANYMORE”

*(IOS APP / CODE: UNLOCKPLACES)

https://vimeo.com/112805462

NO ONE CAN ESCAPE

WHAT DOES THAT MEAN

FOR STRATEGIC PLANNING?

STRATEGY IS NOT A PHASE AT THE START— The days when strategist would only be bothered

with the brand & campaign’s conceptual phase should be over…

— If strategic planning in communication agencies is only about the brand & the concepts, it will become obsolete

Strategic planning has to embrace

the full customer journey around a brand and product

to deliver communication & campaigns

that play a logical role

towards a bigger objective.

Orientatië Overweging Planning & buying Ervaring

Trigger

Considerations

Doing & Using

Painpoints

Trigger

Considerations

Doing & Using

Painpoints

,

Trigger

Considerations

Doing & Using

Painpoints

Trigger

Considerations

Doing & Using

Painpoints

,

“Gewild maken”

“Makkelijk maken”

“Besmettelijk maken”

“Bekend maken”

THE CONCEPT OF

“A CONCEPT”

– W. Churchill

“However beautiful the strategy, you

should occasionally look at the results”

BRAND & MESSAGING STRATEGY VS. CHANNEL PLANNING— We should be bothered with both…

— And since you can’t do and know it all…

— Strategic planning should be about connecting expertises

© Mike Leys

Creative agency

Media agency

Creative agency

Media agency

Data & CRM

IN BRIEF…— Acquiring the expertise is one

thing…

— If agencies continue to think in silos

— They’ll do exactly the opposite of what their ‘raison d’être’ is: helping their clients survive in times of fierce competition & disruption

WHAT TO DO?

BREAK DOWN THE WALLS— Internally: Within agency & agency

partners

— Externally: Within your clients

INTERNALLY BREAK DOWN THE WALLSWithin the agency, you should be fighting for a culture in which:

— You can argue with the creatives

— You can argue with the media planners

— You can shift budgets during a campaign

INTERNALLY BREAK DOWN THE WALLSWithin the agency, you should be fighting for a culture in which:

— You can argue with the creatives

— You can argue with the media planners

— You can shift budgets during a campaign

— Revenue splits do not stand in the way of the customer journey

AT THE SAME TIME -

‘KEEP IT SIMPLE’At all times, be sure your client and your collegues can follow what you do

- KPI reporting: basic! Max 3 KPI’s

- No jargon

- Be straight!

CAN WE TEST THE CONCEPT?

EXTERNALLY BREAK DOWN THE WALLSWithin your clients, you should help:

— Fight the power of the IT department

— Help the people from MarCom talk to the people from CRM talk to the people from PR talk to the people from Client services talk to Sales talk to …

— Help all of them to rethink their dogma’s

— Help you client to see what’s really happening in our society

No better way to break down walls

than with the hammer of objectives

KPI’S VS. SMART OBJECTIVE— KPI’s are the way to define your

SMART objectives

— SMART Objectives are the changes you want to see happening to your KPI’s.

— Under ONE central supra- objective

KPI’S— Uncomplex

— Relevant

— Timely (meaning: available)

— Instantly useful

— Maximum 3

OBJECTIVES— Specific

— Measurable

— Achievable

— Relevant

— Time bound

— One supra objective

WHAT DO YOU THINK?— Increase in time on site of 20%

— Decrease in CPM of 50%

— CTR of twice the sector average

Can you really connect the KPI’s with the Objective?

What can you DO with the information?

TIPS & TRICKS

If you’re supposed to connect and analyse expertise, you need

more than trust alone…

A BULLSHIT METER— In order to:

— Setting expectations right (internally & externally)

— Helping to improve campaign results while running

— Report the real findings and lessons learned to clients to really improve your work

— Cover your own ass

1. ALWAYS QUESTION THE

CLIENTS NUMBERS

Flawed cause and effect reasoning: chicken or egg?

EXAMPLE 1— “Our CRM approach has been

extremely successful. Thanks to better profiling of our database, we have been able to clean up our database permanently while raising the CTR of our premium clients to 40%.”

EXAMPLE 2— “Our e-mailings are performing far

above average”

What are they looking at?

CTR is a better KPI than open rate. But still, beware!

EXAMPLE 3— “Our segmentation &

personalisation works”

SO: QUESTION THE NUMBERS— Benchmarks

— Customer statistics

— Analytics

— Sales numbers

— Think logical

— And show the relativity

SOMETIMES A SCALE IS BETTER THAN A NUMBER…

Results 2014

DELIVERY

OPEN

CTR

CTO

Min: 79% Best: 98,5%Av: 91,0%

21,5% 36,8%29,7%

2,7% 7,5%5,2%

7,1% 27,7%18,7%

x

x

x

x

2. IS THE CLIENT SURE ABOUT WHAT HE WANTS?

INNOVATION?

OUR JUST ZEITGEIST?

“LET’S DO SOMETHING ON FACEBOOK”— Conversation

— Traffic?

— Or views?

3. CAN THE CLIENT LIVE UP

TO HIS OWN EXPECTATIONS

?

AND HOW ABOUT MOBILE?— Mobile website is key

— And this will only increase with the latest Google update

4. HOW WILL YOU MEASURE

RESULTS?

IF YOU ALLOW PEOPLE TO JUST LOOK AT CPM…You’re will get the blame for the lack of activation

OR JUST CTR…You will get the blame for attracting a bad audience

SEGMENTATION— Look into segments to make sure

your findings are actionable:

— Local

— Device

— Source

— Returning visitors

THAT WAS ALL.

THINKS YOU LIKED – OR NOT?

LET’S TALK.