Following on from Bas van den Beld in the interview series leading up to Conversion World 2016 is Martijn Scheijbeler.
Martijn is the Director of Marketing at The Next Web and will be presenting his session on the topic “So you setup your a/b testing program now what?” on day 2 of Conversion World on the 19th April during session 1.
Conversion World is an online conference that anyone in the world can attend, they have 3 full days of sessions with 35 world class speakers streamed straight to you.
If you want to attend you can use the discount code CROmarketingblog to save up to 40% through a special reader discount we have organised with the conference organisers.
Conversion World has 2 ticket options you can purchase, Livestream only or Livestream + download of session videos.
Article via David Iwanow's Blog – Lost Press
In our annual study alongside Seniosphère Conseil, an international specialist in strategy and marketing to the Baby Boomer generation, we spend time understanding the expectations and priorities of the 50 to 70 year old generation.
In recent years this market has become increasingly valuable to brands, due to high levels of disposable income. They are also tech-savvy; a generation raised on consumption, marketing, brands and innovation.
How can charities understand the effects of ageing and the evolving needs of the Baby Boomer generation to encourage legacy giving?
Things are getting tough!
As with everything, consumers are bombarded with charity messages. We are constantly being asked to donate money to a good cause, sponsor a friend or take part in an event. We are bombarded via social media and in the street.
It’s therefore getting harder for campaigns to cut through and make a lasting impression with their legacy communications.
Charities must cut through the clutter and engage supporters so they become longer term loyalists who will consider leaving a legacy.
Last year’s criticism of fundraising practices has led to a public backlash, where there is a consensus for tighter regulation of charity fundraising.
The golden rule for all legacy campaigns is that any engagement should inspire, create empathy and crucially a sense of trust so audiences are not pressurised into giving.
Be open and honest
Supporters want to know exactly how their gift will make a difference. Remember, Baby Boomers have time on their hands, so will spend time making a considered and informed decision about which charity to support.
Many charities have a dedicated legacy page on their website, but maybe there is a need for stronger clarification on the process of leaving a gift.
Baby Boomers will have more time than most and the inclination to investigate your brand thoroughly before making a decision.
The ALS/Motor Neurone Ice Bucket Challenge highlighted how effective social media and PR can be for charities. As with any campaign, driving talkability and sharing is key and it is the fun aspect that generates this, rather than the cause.
Charities need to think of ways to tailor campaigns to make them relevant to the Baby Boomers. Remember, this audience is digital-savvy so they will share the experience to help drive awareness.
Bring stories to life
As seen with Cancer Research’s latest campaign, bringing patients’ stories to life helps to create a personal level of engagement.
Generating empathy in the same way with legacy communications will deliver greater awareness to your brand and willingness to act. What tangible difference will their gift make to your cause in the future?
Understand your supporter base
Different people have different reasons for leaving a gift in their Will. It may be purely the closeness to the cause or knowing someone who has left a legacy.
Tapping into these deep-rooted motivations will strengthen your legacy marketing.
Where there’s a Will there’s a way
2014 figures from nfpSynergy show that 17% of the public claim to have left a gift and legacy income is currently estimated to be worth more than £2 billion a year. There is undoubtedly a correlation between building awareness through campaigns with solicitors and will-writers and engagement.
Baby Boomers are likely to have more than one visit to their solicitors to amend their Wills, so don’t forget their power of influence.
John Whittaker, head of marketing at Future Thinking
Graphics by Shutterstock
First published on www.rememberacharity.org.uk
An exclusive Marketingblog interview with TransgressiveX’s Nadim Sadek.
TransgressiveX (TX) @TransgressiveX is a brand measurement and optimisation agency, delivering forensic brand guidance. Based in Kensington, London, it operates globally with a number of blue chip clients.
The company was established in 2012 by one of the industry’s most senior leadership teams. It formed to bring the best DNA to a ‘blank-sheet re-design’ for a standard-setting, insight-based marketing guidance system, born from an interaction of global CEO, CMO, Heads of Insight and Research leaders.
The Birth. Please tell the readers how this very different research concept TX was started and developed.
It was what you might call a ‘mature birth!’
Earlier in my career, my good fortune included founding, growing then selling the largest qualitative research agency in the world (Sadek Wynberg Research). WPP asked me to be Global Leader of Millward Brown’s Qual Network which obviously brought me inside their remarkable system, then to lead the renewal of its quantitative brain bank at Research International, as Worldwide Commercial & Strategy Director.
Along the way, I’ve met some fabulous research practitioners, and client-side CEOs and CMOs. I had also started my own brand to learn what if feels like to create, invest in, build distribution and communication, and generally run a brand.
TransgressiveX is really the manifestation of ‘unfinished business’ for us all. In fact, our first pact was not to form ‘just’ a research agency. We had all experienced the frustrations of legacy research frameworks: slow, cumbersome, expensive, and more focused on commentary than action. We promised each other we would start with a clean-sheet and quit if we did not invent something which palpably was more effective and actionable for marketers. We have tried to be true to our great bank of DNA. We’ve collided true, scientific innovation with practical, commercial outputs.
Quite simply, we believe there is no purpose to research, other than to serve to improve marketing. We don’t navel-gaze.
The Island. You said the InishTurk Beg dream was interesting in terms of the marketing and branding etc. ’ Tell us more.
Inishturkbeg is an island off the west coast of Ireland, which I acquired and developed.
Natural, fabulously beautiful and exciting, I knew I could use it as the authentic basis for a brand, which emerged as Inish Turk Beg - it means ‘small island of the wild boar’ in Irish. I wanted to practise what I’d preached for years to clients, and set about building a brand, a marketing team, and investing in its success. Our idea was all about ‘IN’...intoxicating, inspiring, inhaling a world where we ‘live lift at a tilt’. Our whiskey bottle was developed from a glass mooring buoy and had a neck at a jaunty angle.
We succeeded in winning a Mobius prize for best new brand, amongst 4,900 global competitors, and went on to win awards for our seafood range, had a number 1 album in Ireland with our music offering, and were recognised as Ireland’s best premium single-malt Irish whiskey. We failed with bacon, breeding horses and hospitality. So, it was wins in 3 out of 6 categories. Each one had its own designs, teams, category dynamics, challenges and opportunities.
It was an amazing experience, teaching so much about the real world of brand stewardship. Marketing ain’t easy!
Fast, Furious and Young. Let’s have more about this and your clean sheet approach.
One thing I’ve learned is that with experience comes caution.
Sometimes, wisdom is crushingly circumspect. I deliberately work with a number of young teams, mentoring them in their businesses, from fitness brands, to an online motorcycle review channel, and some very clever maths scholars who are rewriting the coding world. They all share the same thing. They don’t know the word ‘wait’. They’re fast, furiously ambitious and iterate and reiterate with every breath. They think they learn from me, but I’m stealing their life-force! TX is full of wisdom, but we’ve determined to be Agile Veterans - we work fast, learn quickly, and move on to the best version of our work as soon as we can. Gradually, our core IP has stabilised into something we really rely on, and now we largely develop new service-iterations of it, with and for clients.
The fact that we were all free of quarterly P&L reports, shareholder obligations, or demands for immediate returns on capital, really liberated us to look at the big picture and ask what a true innovation would look like, with no methodological hobby-horses, and principally defined first by benefits to clients.
Business Model : Please can you give us a quick overview of your business model.
Virtually the whole market research sector is built on the ‘Advisory’ business model.
A piece of information is surrounded by a phalynx of service people, and essentially time-spent becomes the ‘cost unit’ by which clients are charged. It’s the service industry standard. But we believe that innovation has to take place not only in the Intellectual Properties of research, but also in its structure. Client-side insight professionals should not have to wade through reams of information, hoping to find a way to add value, endlessly interacting with the people who serve it.
We believe they should access real insight with simplicity, speed, cost-efficiency, and an easy interface. TX wants its clients to be able to find self-sufficiency in accessing our outputs at high-speed and low-cost, instead spending their time on adding value to the marketing organisation to which they’re attached. We provide a tall ladder for them to look far over the wall. We will always offer a full-service model trying to add real value in our interactions. But alongside it we have a Software as a Service (SaaS) option by which we continue to drive down costs and time-taken, matching the positive market disruptions of innovators like Uber.
Reaction. I am keen to find out how the other research players have reacted to your arrival / success.
It’s hard to tell! The industry is a bit of an echo chamber where the same voices are heard over and over.
I’ve never been an insider. When people ask why I haven’t written papers, I’ve always joked I’m too busy writing invoices. Our chief relationships are with clients. We learn from them and respond to their needs. There are lots of LinkedIn peeps and some private equity businesses have connected with us: they see the future.
Clients are proactively seeking us out, in the UK and USA where we’ve opened an office in innovation-seeking San Francisco. But industry leaders? Barely a head lifted...
Leadership. Please talk about the reason you have opted for a small very experienced team.
It’s not such a small team!
When the system is so efficient, the main need is for people who truly add value - and my view is that every one is extraordinarily gifted and adds value to our clients’ businesses.
- Andrew Wish, our COO, merged Astra and Zeneca in South Africa, led Research International in Africa, and ran the top 10 TNS accounts for WPP.
- Iain Hamilton ran a PLC business as MD, having been European CMO of Kimberly-Clark for as long as that puppy was running around.
- John Blake was MD of RI’s Consumer Division, and global head of Insight for Bacardi Global Brands, Cadbury and Kraft.
- Carol Reay was MD of Mellors Reay advertising and Deputy Chairman of Grey London.
- Chris King was trained at Procter and Gamble, before running Mars business globally for Grey in San Francisco,
- Caroline McNally was global SVP for Visa International.
- Shannon Riordan "Partner
& Co-Founder at Global Brand Works"
- Hollis Shoor was global head of insight for Blackrock and director at Penn, Shoen, Berland.
- Miriam Rustam leads our team in Asia, being a life-long researcher, and CEO of Research International Indonesia.
- In South Africa, Sagaran Naidoo leads our team of seasoned project managers, having served all the major research networks in the field, for years.
Your opportunity to shout about anything else you want covered.
The first thing our leadership had to do was define our view of how brands work.
Our cross-fertilising DNA bank helped that. We call it eXchange: a brand which creates a greater Inclination to Interact than its competitors all along the consumer journey, wins. Thereafter, we needed a stable, digital survey to work this out for our clients. Its intellectual properties are designed to do most of the heavy lifting.
That’s where all our experience, our investments and 3 years of testing were focused.The Brand eXchange Power System uses better measures (Seduction & Persuasion). New measurement (a hybrid of System 1 and System 2). It diagnoses current competitive performance in terms of Propositional Pull and Activation Push - these make immediate sense to the marketing community. And it looks forward, always, to how a new marketing investment will affect Pull and Push. The Client Service Teams, of which I’m a part, help our client to identify the competitive set and category journey, then our completely digital, quantitative surveys do the work.
CEO at TransgressiveX
Five Reasons Why “The Big Mo” is Vital in B2B PR
Ian McCawley writes ... It’s become popular for political commentators to talk of “The Big Mo” on the election trail. The concept of campaigns building up a head of steam, reflected in surging opinion polls, has been common parlance in US Presidential races for some time.
It was also adopted ahead of the 2015 UK General Election (though no party really had it, and the polls turned out to be as useful as a bikini in the Antarctic).
Momentum – the Big Mo – is present in lots of other areas of life. Look at the Premier League this season. It’ll take a lot to stop Leicester City winning the title, simply because they have the wind in their sails with a few games to go (sorry, Foxes fans, if I end up jinxing you but the odds are currently stacked in your favour).
Many a battle has been won thanks to the juggernaut power of momentum. The same is true in business. Nothing builds confidence more than a series of wins. The snowball effect of one contract leading to another – often snaffled through the simple act of applying the elements that worked in one pitch to subsequent situations – is worth considering when plotting out a PR and comms strategy for the year ahead. Here’s how it can work:
- Smile and the world smiles with you: A constant flow of good news and strong views will breed an audience of its own over time. People will recognise your company or spokesperson’s name in headlines. They may even start proactively seeking your opinions and looking forward to your next missive. Don’t see announcements as humblebrags though; find a way of creating a positive glow without plumbing the murky depths of Lake Smug.
- An informed team is a happy team: What works externally often has a halo effect internally. There’s an obvious feelgood factor for your workforce in telling the outside world about the good things going on at your organisation. A company only grows if it retains its staff and clients alongside regular new business. PR is a great way to motivate people while keeping them constantly in the know about what a great collective job the organisation is doing.
- Sanity not vanity: What you decide to go public with should always be of interest to your wider audience and, better still, of use to them. There was a debate on LinkedIn recently when someone posted a photo of his new-born baby, claiming the (usually) professional network could benefit from the personal touch. Now, being proud of my three daughters, I’m not saying there isn’t room for that somewhere on the Internet. But too many updates about your company’s charity jam festivals or office moves (yawn) will put the brakes on The Big Mo.
- Slave to the algorithm: The more your PR reflects the business’s central positioning, the better your natural search ranking will be. This means considering the tone of voice and specific language used in all of your online content. Be careful, as Google will be quick to pick up on a blatant piece of sales puff. Instead, well-crafted copy that gives something back to the reader while subtly extolling the virtues of your own organisation can leave everyone happy (particularly your digital marketing manager).
- PR isn’t a tap: Some people believe that ad hoc comms is the best way of balancing a limited budget with bursts of activity to maintain some sort of profile. In truth, a steady stream is more sustainable than an on-off approach. Certainly where external consultants or agencies are concerned an unbroken campaign prevents the need for constant re-education and planning with the client. This saves time and keeps The Big Mo rolling. You’ll probably even end up spending the same budget to greater effect if you avoid breaks in play. Your internal PR guys will tell you the same: structure a calendar of content and comms and they won’t be scratching around for things to say during a PR lull.
There you have it. Flow, impetus, propulsion, momentum. Describe it as you will, The Big Mo is as crucial to your organisation’s proactive PR as it is to political victories, championships and even the economy. Time to start the ball rolling?
Innovation can come from the need to use existing capabilities or utilising new technologies. Marketers however, have the potentially time consuming and costly challenge of “reverse engineering” the proposition; by retrospectively developing a game changing product that will capture the hearts and minds of the target audience.
Australian sparkling wine brand Chandon has been unveiled as a sponsor for the McLaren-Honda Formula One team, and is set to launch a content marketing campaign featuring drivers Fernando Alonso and Jenson Button ahead of the Melbourne Grand Prix next week.
According to Gartner's research, nearly 90% of companies believe that customer experience will be their primary basis to fight competition.
Idomoo's Personalized Video Engagement Platform delivers 1:1 communication to the right target audience, meeting each customer's preferences and needs, creating long-lasting memorable customer experiences and tightening the brand-consumer connection.
The company which successfully predicted the Best Picture
Oscar winner in 2013, 2014 and 2015 – by analysing the web surfing habits of
people with similar demographics to Oscar voters – today released its
prediction ahead of Sunday’s 88th Academy Awards.
Digital advertising specialist Exponential predicts The Big Short will win the Best Picture Oscar, narrowly beating Spotlight. The Revenant and Room are the next most likely.
Iain Lovatt writes ...
When customers share their email address with you, they do so with a certain amount of trust: that providing you with it will benefit them in the future.
Email campaigns that do not conform to the most basic standards (opt outs clearly visible, company registration details, engaging content and so on) will most likely head straight to the trash.
Get it really wrong and your carefully constructed promotional email will feel like an abuse of that trust, meaning a trip to the spam folder, a click of the unsubscribe button or a place on the block list.
If this is the case, what are you doing wrong? Here are eight suggestions to help improve the success of your email campaigns: