Prediciendo el éxito futuro de las marcas III seminario de la TV Paga – Venezuela - 23 de octubre...

Prediciendo el éxito futuro de las marcas

III seminario de la TV Paga – Venezuela - 23 de octubre de 2007

Bienvenidos al III Seminario

Anual de la Televisión de

Paga

Objetivo

•Compartir cifras actualizadas de

Televisión de Paga

•Discutir nuevos conceptos de

mercadeo

El medio tradicional

ERA

la fuente primaria de información y entretenimiento

Los consumidores tienen muchas alternativas

Los consumidores son más

cínicos

6 clicks, 2 segundos

de distancia…

Los consumidores

son más inteligentes

Ahora es muy complicado lograr diferenciación

Hoy todos los productos se pueden duplicar

No hay diferencia en los

precios

No hay diferencia en la

distribución de los

productos

¿Cómo se logra la

diferenciación?

Con el mensaje

publicitario y los medios

Pero los medios han

recibido menos importancia

como herramienta para la

diferenciación de las marcas

Nos olvidamos de la congruencia que debe existir entre el mensaje y el medio

“¡Necesito estar en

Venevisión y Televén porque

mi competidor está ahí!”

Históricamente … “¡Necesito alcance!” “¡quiero unos bajos CPM!”

¿Por qué insistimos en regresar a

los hábitos y costumbres de

siempre?

Los medios masivos están

perdiendo relevancia

Los medios selectivos la

están ganando

Los venezolanos han adoptado los nuevos medios

Fuente: AGB Nielsen Venezuela. Univese estimates 2004 - 2007. Penetración de TV de Paga en Hogares.

2004 2007

18.4%

35.7%Penetración

Target Total Personas

90.0%

70%

75%

80%

85%

90%

95%

100%

Jan-0

6

Feb

-06

Ma

r-06

Ap

r-06

Ma

y-0

6

Jun-0

6

Jul-0

6

Aug

-06

Sep

-06

Oc

t-06

No

v-0

6

De

c-0

6

Jan-0

7

Feb

-07

Ma

r-07

Ap

r-07

Ma

y-0

7

Jun-0

7

Jul-0

7

El share de TV Abierta ha ido bajando

El share de TV abierta ha bajado de 90% a 79%

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, target total personas. No incluye otros ni VCR.

78.8%

El share de TV Paga, esta aumentando

Target Total Personas

5%

10%

15%

20%

25%

Jan-0

6

Feb

-06

Ma

r-06

Ap

r-06

Ma

y-06

Jun-0

6

Jul-0

6

Aug

-06

Sep

-06

Oc

t-06

No

v-06

De

c-0

6

Jan-0

7

Feb

-07

Ma

r-07

Ap

r-07

Ma

y-07

Jun-0

7

Jul-0

7

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, target total personas. No incluye otros ni VCR.

10%

22%

17%


En Individuos ABC

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Jan-

06

Feb-0

6

Mar-

06

Apr-

06

May-

06

Jun-

06

Jul-06

Aug

-06

Sep-0

6

Oct-

06

Nov-

06

Dec-0

6

Jan-

07

Feb-0

7

Mar-

07

Apr-

07

May-

07

Jun-

07

Jul-07

Share

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Personas ABC. No incluye otros ni VCR.

15.9%

33.0%

43.9%


En Niños 4-11 ABC

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

55%

60%

Jan-

06

Feb-0

6

Mar-

06

Apr-

06

May-

06

Jun-

06

Jul-06

Aug

-06

Sep-0

6

Oct-

06

Nov-

06

Dec-0

6

Jan-

07

Feb-0

7

Mar-

07

Apr-

07

May-

07

Jun-

07

Jul-07

Share22.3%

44.2%

52.8%

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Niños 4-11 ABC. No incluye otros ni VCR.


En Teens 12-17 ABC

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

55%

60%

Jan-

06

Feb-0

6

Mar-

06

Apr-

06

May-

06

Jun-

06

Jul-06

Aug

-06

Sep-0

6

Oct-

06

Nov-

06

Dec-0

6

Jan-

07

Feb-0

7

Mar-

07

Apr-

07

May-

07

Jun-

07

Jul-07

Share

13.9%

41.4%

56.1%

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Teens 12-17 ABC. No incluye otros ni VCR.


En Personas 18+ ABC

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Jan-0

6

Feb-0

6

Mar-

06

Apr-

06

May-0

6

Jun-0

6

Jul-06

Aug-0

6

Sep-0

6

Oct-

06

Nov-0

6

Dec-0

6

Jan-0

7

Feb-0

7

Mar-

07

Apr-

07

May-0

7

Jun-0

7

Jul-07

Share

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Personas 18+ ABC. No incluye otros ni VCR.

15.4%

30.4%

40.7%

19.4% 20.1%18.5% 19.1%

3.1%3.3%2.0%19.4%

22.0% 21.8% 22.2%

Jun-07 Jul-07 Aug-07 Sep-07

TV Paga (sin RCTV) RCTV Total TV Paga

RCTV logra su audiencia sin afectar a los demás canales de TV Paga

Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2007 -Julio 2007, total día, lunes a domingo, target total personas. No incluye canales regionales, canales regionales de cable, otros ni VCR.

Los planes de Medios para

2008 tienen que considerar

esta cifra

La inversión mínima en el

2008 en TV Paga debe ser

22%

¡No hacerlo es obviar el ritmo del mercado!

Sabemos que si están respondiendo

La inversión publicitaria en el medio crece a un ritmo superior del 40%

Pero todavía la inversión no corresponde a la importancia del

medio

Enviar un mensaje a todo

el mundo ya no resulta

eficaz

Cada vez es más importante

alcanzar al target enfocado

Hay que utilizar medios que

segmenten

Que permitan generar un

vínculo emocional con las

marcas

Frans Kok, Market Response

Ratings≠

Efectividad

Efectividad=

Apreciación

Pam BatalisEngagement: Prediciendo el futuro éxito de las marcas

Predicting the Future Success of Your Brand

Presenter: Pam Batalis, Partner & Vice President - Brand Keys, Inc.

37

• Traditional Wisdom: “Wise men learn from their mistakes; really wise men learn from OTHER people’s mistakes.”

• Brand Keys Wisdom: “Learn how to avoid mistakes in the first place.”

Branding Strategy

38

The Consumer Challenge

• Life is busier than it used to be.

• Need to do more and more, with less and less.

• Much less “free time” to relax with friends and family.

• More brands competing in every product/service category.

• More communication “touch points” or ways for brands to reach you.

• Result: We’ve created “The Super-human Consumer!”

39

The Marketplace Reality

• Smarter Customers

• Smarter Brand Marketers (you!)

• Better products and services

• MORE products and services; MORE competition

• Better distribution

• More advertising vehicles and media choices

• Simple Question: Why is it harder to differentiate your brand and grow market share?

40

The Marketplace Reality

• Hint: It’s the one you can’t control….

• Smarter Customers

• Smarter Brand Marketers (you!)

• Better products and services

• MORE products and services; competition

• Better distribution

• More advertising vehicles and media choices

41

• By understanding the difference between what your customers “say” they want….and what they’ll really buy.

• Difference between ‘opinion’ and ‘behavior.’

• For example, have you launched a new product that did not sell, despite all of the research?

• That’s PROOF that consumers do not always “do” what they ‘say’ they will do.

• Consumers = Human Beings

• What we “say’ and how we “behave” can be very different!!

Predict The Future Success of Your Brand??

42

• The Four P’s:

• PRODUCT

• PRICE

• PLACE

• PROMOTION

• Today’s smart consumer sees little difference between products, prices, distribution, and marketing strategies….what can you do?

The OLD Brand Marketing Strategy

43

• Strategy: A smarter consumer requires smarter research!

• The Three C’s:

• Customer Engagement

• Customer Expectations

• Customer Loyalty

The NEW Brand Marketing Strategy

44

• The Three C’s:

• Customer Engagement: Does your marketing reinforce the brand’s perception and ‘engage’ the consumer? Does the consumer perceive your

brand as meeting or exceeding their expectations?

• Customer Expectations: Do you know what your customer really wants from the brand?

• Customer Loyalty: A brand that consistently meets or exceeds consumer expectations will be purchased again and again; “future purchase” = loyalty/positive sales!!

The NEW Brand Marketing Strategy

45

• Absolut Vodka:

• A global brand

• Global “Awareness”

• Global “Satisfaction”

• But…..Market share dropped from 58% to 36.5% recently.

• What happened???

• Consumer “expectations” for the Vodka Category changed.

• 100 NEW vodkas were launched in the United States!

• Customer Loyalty Research Revealed: “Smoothness and mouth-feel” are what consumer really want!

Example of OLD vs. NEW Strategy

46

Customer Loyalty Engagement Research• Brand Equity Customer Loyalty = Profitability

• Brand Equity is the audience’s ‘total perception’ of how well the brand meets or exceeds their needs/expectations in category; engagement.

• Capture both the emotional + rational elements that “engage” consumers with a category/brand.

• Brand Equity drives Customer Loyalty, defined as ‘actual future purchase’ (behavior) toward the brand, not “stated intent.”

• For a consumer to bond with a brand and remain loyal (future purchase), the brand must consistently meet/exceed their expectations of the category. At this point, Customer Loyalty drives Profitability.

47

Customer Loyalty Engagement Research

“Emotional Factors” Proprietary

Psychological Assessment Questionnaire

“Rational Factors”Importance Ratings on Category Attributes, Benefits

& Values

Customer Loyalty/Brand Equity Measures

Customer Loyalty/Brand Equity Measures

+

48

Customer Loyalty Engagement Research

• Customer loyalty research metrics can be used for:

• Brand Marketing/Positioning: What do consumers ‘really’ want from the product/category?

• Choose Media: Which media/marketing strategies will ‘really’ engage the consumer to buy my product?

• Choose Specific Channels: Which specific channels and events will ‘really’ engage the consumer to buy?

• The Benefit: Customer loyalty research metrics are based upon “behavior,” so they are proven to correlate highly with sales.

49

Case Examples (2)

• Brand Marketing/Positioning:

• What do consumers ‘really’ want from the product/category?

50

• In the mid 1990s, Brand Keys did a quarterly brand equity tracking study for Chrysler vans. As is often the case, the numbers were relatively stable from quarter to quarter.

• But one quarter, our predictive metrics revealed that the “Accessibility” customer Loyalty Driver had significantly increased its impact on the consumer. This movement reveals a true marketplace shift in needs and expectations of consumers.

• Result: We had a smart client who understood and trusted this predictive data. Chrysler quickly determined that adding a fourth van door would resonate with this changing customer value. (Up to this point, all vans had two front doors and one side door.)

• The 4-door van was an unqualified success.

• It took the competition two to three years to catch up.

Case Study: Chrysler Vans Differentiate and Grow Market Share by Anticipating Consumer Expectations

51

Case Study: Starbucks Competition Differentiates by Anticipating Consumer Expectations

119

111 110

135

115

*109

122

117115

113

#115

112

100

110

120

130

140

Location & Value =30%

Service & Surroundings= 28%

Quality & Taste = 23% Variety & Selection =19%

Ideal Dunkin' Donuts Starbucks

Loyalty Drivers – Order of ImportanceHighest Lowest

Cus

tom

er E

xpec

tati

on L

evel

s

# = Core Brand Equity (equal to or greater than the score of the category Ideal).* = Significantly lower than Dunkin’ Donuts at the 95% level of confidence.

52

Case Example

• Choose Media:

• Which media/marketing strategies will ‘really’ engage the consumer to buy my

product?

53

Case Study: BMW (Luxury Sports Car)

• Objective: To measure the “engagement” or impact on BMW’s brand equity of 26 different media “touch points.”

• Process: We used a media analysis firm to assess 26 touch-points based upon day-part media usage.

• We then use our B2ME “Engagement” measures for each touch-point to provide the brand-specific, percent-of-contribution to future consumer behavior data.

• Result: When combined, this data demonstrates (accurately predicts) which touch-points will truly be most influential on future consumer purchase behavior toward the brand being advertised.

54

Case Study: BMW % of Contribution for 26 Media Touch-Points

Word of Mouth 12%

PayTV/Cable 10%

ISP/Search Engine 9.9%

At Retail 9.9%

Radio 7.5%

Article About Product

5.7%

In-Store Promotion 5.5%

Newspapers 4.9%

Newspaper Insert 4.8%

Direct Mail 4.5%

TV Broadcast 4.5%

Magazines 3.5%

Internet Advertising

3.0%

Outdoor Billboard 2%

Picture Phone 2%

Instant Messenger 2%

Email Advertising 1.7%

Yellow Pages 1.6%

Satellite Radio 1.5%

Text Message 1%

MP3 Player 0.5%

Web Radio 0.5%

Video Games 0.5%

PDA 0.5%

Cell Phone 0.5%

TIVO 0%

© BIGresearch 2006

55

Case Example

• Choose Specific Channels:

• Which specific channels and events will ‘really’ engage the consumer to buy?

56

Case Study: Pay TV/Cable AdvertisingBrand: “Target” - Major Discount Retail (in USA)

• Objective: To measure the “loyalty engagement” or impact on Target’s Brand equity of different Pay TV/Cable Channel choices.

• Process: We used our Customer Loyalty Engagement approach to measure how each each cable network impacted brand equity.

– Phase I: Engagement Levels of Pay TV/Cable Networks.

• Brand Keys Metrics.

– Phase II: Engagement Measures Correlated to Brand’s Advertising.

• Standard “Captive Audience Test.”

– Phase III: Engagement Measures Correlated to Consumer In-Market Purchase Behavior.

• Customer 3-Week Shopping Diary.

• Result: Actual “engagement” is a validated measure of how well your advertising will impact brand equity, and thus, drive consumer behavior.

57


Results of Captive Audience Test

Category-Aided Ad

Awareness

Brand Imagery (1-7)

Top 2-Box Purchase

Intent

Pay TV/Cable Network A 65% 6.5 40%

Pay TV/Cable Network B 58% 5.45 35%

Pay TV/Cable Network C 42% 5.8 36%

Correlations 0.942 0.77 0.86

58


• Respondents were asked to keep a shopping diary regarding the frequency and size of purchases at discount retailers, for a 3-week period of time. Overall results for discount retailers were as follows:

Results of In-Market Behavior

Audience Target Loyalty Score

Average # of Visits

Average $ Per Visit Spent

Total Average $

Spent

Pay TV/Cable Network A 117 3.9 $28.13 $109.71

Pay TV/Cable Network B 106 3.7 $20.27 $75.00

Pay TV/Cable Network C 100 2.8 $21.91 $61.35

Correlations 0.867 0.850 0.996

59

Predict the Future Success of Your Brand?

• Use Customer Loyalty Research Metrics to achieve:

Brand Equity (Engage/Expectations) Customer Loyalty (Behavior)

• Results:

• Anticipate the shifting, changing needs and expectations of today’s super-human consumer!!

• Differentiate your product based upon what will ‘really’ drive their behavior…and grow market share = Profits!!

Thank you for your consideration.

For Further Information Please Contact:

Pamela (Pam) J. Batalis Partner and Vice President, Business Development – Brand Keys, Inc.

New York, NY U.S.A.

V: 212-532-6028 x15 • E: [email protected]

Visit our website: www.brandkeys.com

Recordemos que el panorama

de medios es diferente…

Los consumidores son

DifEreNtes…

Por lo que se necesitan

estrategias diferentes…

Lo más contraproducente

es mantener el status quo

Venezuela debe seguir los

nuevos ritmos del mercado

GRACIAS

www.lamac.org

Prediciendo el éxito futuro de las marcas III seminario de la TV Paga – Venezuela - 23 de octubre...

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