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Efficiency is everything for United Parcel Service. Save time, space and money, and get there when promised.

What if it wasn’t just about getting the right package to the right place on time.

What if you could do it faster, save time, gas and money.

UPS has discovered one low-tech secret to getting deliveries there on time in an easier less stressful way. . Listen to driver Bert Johnson describe his route in Gardena, Calif.

“We’re gonna make a right turn onto 135th to Western. We’ll make another right on Western down to 139th,” Johnson says. And he goes on, “Right turn on 139th and go down to the end of the block and we’ll make another right turn.”

You getting the idea? UPS plots its delivery routes to make as many right turns as possible. In a world where half the driving choices are left turns, they avoid turning left.

And how much of the time are UPS trucks turning right? Tasha Hovland, an industrial engineering manager, said, “A guesstimate, I would probably say 90 percent. I mean we really, really we hate left turns at UPS.”

Right Turns Forever

Johnson sees the difference. “I do drive a lot fewer miles,” Johnson said. “I was driving 35 miles at first. Now I’m down to 30 miles a day.”

UPS trucks drove 2.5 billion miles last year, but the company says its package flow technology combined with right-turn routes saved 28,541,472 million miles, and three million gallons of fuel. And the company puts almost 92,000 trucks on the road every day. But without its efficiency and right-turn routes, it would need to send out an additional 1,100 trucks.

I guess they hate NASCAR drivers, right?

See if you can think of a low-tech way to save money today. Ask the people of the front line what they think, often it’s some of the best ideas.

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So the whole premise of my blog is to show marketers and businesses owners the importance of using data and information to drive revenues, advertising initiatives and create opportunity.

Why? Because most small businesses don’t do it. And it can make a huge difference in determining success.

Want an example of what I mean?

I came across this story of Will Smith the other day. Yes, Will Smith the actor and singer. In 2009 he was Hollywood’s most bankable actor. He is the most successful actor of his generation. His movies have banked over $4 billion dollars at the box office.

When Will Smith made the decision to make movies, he explained to TV Show “60 Minutes” that he did so, by first studying what success looked like in the movie industry. And every marketer or business owner can take a page from his playbook.

“First, he gathered the right data — information that was current, accurate, relevant and sufficient to make his decision.

Second, he analyzed it for patterns or insights, and discovered that the top 10 movies included special effects; nine of 10 included special effects with creatures; and eight of 10 included special effects, creatures, and a love story. His first two movies, “Independence Day” and “Men in Black,” followed that model, and grossed $1.3 billion combined.

Third, he didn’t look to his competition for guidance. In the mid-1990s, when the biggest movie actors were Tom Cruise and Tom Hanks, Smith opted against making the same films they did. Instead, his strategy was to look at the top-grossing movies, and analyze what made them so — and most importantly, give the movie fans (the buyers of his product) what they wanted.”

Will Smith chose not to rely on his “gut feeling” for what might make a successful film. Rather, he looked at what the customer wanted and responded with a product to suit them.

The strategy is simple. It is powerful. And it got the results Smith wanted. This is a lesson that every business can learn. In a constantly changing business world, gut or past successes are less and less reliable for knowing what the market wants and will buy. Good decisions require homework and objective investigation.

If Will one day decides Will Smith is through with acting, he definitely could have an equally successful career in marketing and business.

According to Google there are 70 Million websites that are dedicated to or that mention the phrase “customers suck” – no surprise really.

The prevailing attitude of most businesses seems to be that consumers should bow down and thank them for what they do.

Customers don’t suck, businesses do.

Actually it’s their customer service that does.

Stop complaining about the customer and figure out what they want, how they want to be talked to, and why they even care about your stuff. Then go way overboard and give it to them. It doesn’t matter whether you’re a business, a church or working a lemonade stand. Consumers respect that you will care enough about them to treat them like royalty. And they will remember that, and tell all their friends and family.

In the old days advertisers could dictate the terms of the business to a customer, now with advent of the internet and the popularity of social media the tables have turned.

A friend of mine described it this way, “in the old days we shot deer. Nowadays the deer have guns, and they are shooting back.”

This little video sums it up nicely I think.

When’s the last time you did any research to truly understand your customer – I mean deeper than knowing their age and gender. It may be time for some relationship counseling.

Why not start with a thank you, and follow it up with some over the top service and extras that your customer was never expecting. But that will change the relationship quick, and I also bet you’ll see a big lift to your bottom line.

So I was reading in Sports Illustrated this morning about a pitcher from the Pittsburgh Pirates, Ross Ohlendorf. He is not your typical big league pitcher. This guy was one question away from scoring perfect on the SAT math portion. He went to Princeton University and spent the off-season working as an intern on Capital Hill for the Department of The Agriculture. He did cost analysis of regulatory programs that identify and trace diseased animals and plants. Yeah, somehow I can’t see Jeter or Pujols doing this.

His senior thesis at Princeton was apparently so interesting that it got him an invitation to join prestigious Sigma Xi: The Scientific Research Society. The title of Ohlendorf’s thesis was Investing in Prospects: A Look at the Financial Successes of Major League Baseball Rule IV Drafts from 1989 to 1993.

If you’re like me you most likely are wondering what exactly is the Baseball Rule IV Draft? Well it’s essentially the early round where teams are allowed to sign players and offer singing bonuses. And if you have ever wondered if these big money bonuses to rookie players ever pay off for the team, well then Ohlendorf’s thesis explains it all in detail.

Spoiler Alert!

The answer is yes.

“The Cliffs Notes version”, according to Sports Illustrated’s Mark Bechtel is this, “while bonuses have escalated in recent years, players on average still produce an effective return for their teams of twice their bonuses”.

I love hearing or discovering statistical realities such as this. Come on admit it, if you are a sports fan, chances are you probably had tired of hearing about these big signing bonuses for rookies who had no big league experience. As it turns out, I was wrong; apparently they can be well worth the investment. Only a serious check of the numbers proved it. Just another reason to always back up your data or opinions with hard numbers and proof.

When Ohlendorf’s career is over, he will prove to have been well worth the $280,000 he signed, now that he is the ace for the Pirates. And if it eventually doesn’t work out for him, he’ll make a great marketing guru.

The Measuring Stick: Customer Lifetime Value

Most of us know, generally, how many customers we serve over the course of a year. But have you ever stopped to think about the value of each one?

Customer Lifetime Value (CLV)

This is a way of measuring how much your customers are worth to your business over the time they buy your products and services. A well-run CLV program can help you identify which customers are worth your greatest attention – and can help you make the most of your marketing dollars.

Here’s how it’s done:

Average Annual Spend X Length of Relationship = CLV

If a customer typically spends $1000 a year / Customer stays 5 Years = $5000 CLV

Knowing this can help you justify marketing dollars over the long term. So often a business only examines the success of a campaign over the initial weeks that it ran, ignoring long-term benefits.

Tracking this the CLV helps you decide how to readjust your advertising so it can work better. For instance with regards to one of the events I market, which is a high-end conference, I know that through surveys it often takes an attendee two years to decide to sign-up. This means the advertising we ran last month may not pay-off for another 23 months. Understanding this concept will help you spend your money more wisely, and produce better results.

Of course you won’t know this unless you decide to start measuring your marketing efforts…

Slogans are short phrases that explain the main purpose of your product, service or brand.

New research shows that by clarifying your bands slogan, keeping it simple – and consistent, that it can significantly impact revenue.

This makes total sense, if you had no idea what Walmart was, you might think, as Paris Hilton famous stated “What do they sell there walls?” As it turns out though, thanks mostly to the millions of dollars they spend on advertising each month; almost everyone on the planet knows Walmart does not sell walls. What they do sell is just about everything else at a very low price. Their slogan is:

“SAVE MONEY. LIVE BETTER.”

A new study from the Journal of Consumer Research revealed a fascinating aspect to consumer behavior with regards to slogans, especially the ones that reinforced the image of the brand.

“The experiment divided subjects into two groups. Half were exposed to brand names associated with saving money, like Walmart, Dollar General, Sears, Ross, etc. The other half were exposed to the slogans for those retailers, like Sears’ current motto, “The Good Life at a Great Price. Guaranteed.” When asked to visualize a shopping trip and describe how much money would be spent, the brand-exposed group spent an average of $94 vs. the slogan group, who spent just about twice as much: $184.”

SO THAT’S IRONIC

The study found that exposing consumers to a “savings” message caused them to spend more than when they saw a message that reinforced a good lifestyle along with brand itself. So as a consumer I spend more at places promising me more in savings, who knew? I guess you don’t really save much, when you spend double. The study concluded that:

“Companies may be trying to attract customers with slogans associated with saving money, but in fact, this strategy may make consumers spend more money than they would if they had not been exposed to the slogans.”

I like this study for a few reasons:

1. It’s easy to understand.
2. It shows that simple is way better than a complicated slogan such as these:

“Dieting doesn’t work, Weight Watchers does.”
Wait a minute, isn’t a diet a way to lose weight by eating different than usual? Since when is Weight Watchers not a diet? I’m confused.

“It’s waaaay better than fast food, it’s Wendys.”
Wendy’s isn’t fast food, and Madonna is a great actress.

“Our Passion is food. Our secret is people”
Created by Moxie’s Classic Grill, sounds like something Hannibal Lecter might dream up.

3. They measured. Simple idea to test and BAM! doubled profits. we’ll all take that!

As a marketing person, one can’t escape the reality that the reason we study the details is so that our products and services reach their full potential.

This is essentially the answer to our question of “Why?”

If, in all our analytical glory, we miss the fact that our numbers mean nothing and they haven’t been used to improve the bottom line – then we’ve failed.

What’s the use of collecting all the data if we forget why we do it? Just to be showy? Prove how talented we are at gathering figures and information?

I recently read an interesting article about FBI Director Bob Mueller in TIME Magazine. He has made over an agency that’d gotten sloppy and lazy in how it was thinking and acting – “Mueller remade the bureau in his image, pushed out the old guard and hired more than half its present cohort. Mueller inherited 56 field offices, each a distant fiefdom run by a special agent in charge. Old-school Special Agents measured progress by arrests.”

So what does this have to do with marketing?

The FBI used to measure success by how many arrests it had made. To a non-law enforcement expert, such as me, this seems logical. But Director Mueller didn’t read the numbers the same way, he dug deeper challenging those agents who were arresting petty thief’s to stop padding their numbers and to do work that made a real difference to the community as a whole. Arresting car-jackers wasn’t nearly as important as thwarting terrorist attacks for instance.

“How are you measuring positive community impact?” Mueller would ask.

What a great question. Getting bad guys off the streets is good, but for the amount of time and resources it was taking to fight crime and then to see little return on this investment frustrated Mueller. He was basically asking what was the ROI on those arrests for the community? That’s what mattered most.

If you forget why you are collecting the data, I encourage you to get back to asking the question – “Why?” and figure out what matters most. In the long run this will help you and your company succeed.

Can You Trust Your Gut? The Measuring Stick: Cost Per Lead

So most of us always wonder just how much we should be spending when it comes to advertising budgets. What do we need to spend to get more leads? This metric is perfect for helping you understand how to budget your advertising.

Cost Per Lead (New Customer) This defines how much it costs to generate a new order. Here’s how it works:

Ad Spend / New Orders = CPL

$1,000 / 10 orders = $100 for a New Order

Simple. Easy. Useful.

Example: You have a company that did 50 jobs for a total of $250,000 in sales over the last 12 months. You had 100 calls in for estimates, or leads. You spent $10,000 on advertising. Dividing $10,000 by 100 we get a cost of $100 per lead.

How does that info help us? Try this. If we want to increase our sales this year to $500,000, how can we do it? We know that we sold 50 jobs for a total of $250,000 in sales, resulting in an average job size of $5000. Assuming our job size will remain unchanged, to reach $500,000 next year we need to sell 100 jobs ($500,000 / $5000).

We know that we closed 50 jobs out of 100 leads last year, for a sales ratio of 1 in 2. To sell 100 jobs this year; we’ll need 200 leads, an increase of 100. 100 leads x $100 = $10,000. Our new advertising budget will then need to be $20,000 to help us reach this goal.

I realize there are many factors that can come into play and this may seem a basic, but remember, marketers who understand and use these tools will outperform those operating in the dark.

Can You Trust Your Gut? The Measuring Stick: Return on Ad Spend

If you have ever asked the following question, “How much is my advertising making me?” Then this is the metric for you! According to a study from Seybold, almost 70% of companies can’t measure ROI.

Imagine not being able to tell if your investments were paying off, you would probably very quickly replace your money advisor with someone who could give you accurate updates. Well your advertising should be handled the same way.
Return on Ad Spend (ROAS) This is a Marketing ROI which measures how much revenue was generated for each $1.00 spent. It’s calculated this way:

Revenue – Ad Spend
—————————- = ROAS
Ad Spend

$1000.00 – $100.00
—————————- = $9 ROAS
$100.00

or

$1000.00 – $500.00
—————————- = $1 ROAS
$500.00

Companies need to exercise utmost caution while spending money on advertising. It could help you scale up your sales or it could be a mere waste of money. Either way, one needs to keep a tab on the money spent on ads.

Can You Trust Your Gut?

So if you are like the typical small business, most likely you are looking for some easy ways to track the success of your advertising?

One of my favorite ways, and easiest as well, is to track conversion rates.

Conversion Rate:

This is the percentage of people, customers, and clients who do something you want them to do.

So for instance if you run an ad in the newspaper, how many new orders/customers did you gain? And how much better/worse did you perform based on the previous month/year during this same period?

Advertisement ran for 1-week.
Generated an additional 100 calls.
Closed 33 deals.

Conversion rate = 33%

It really is that simple. Yes you really should keep track of this kind of data, once it is included with some other metrics you will be armed and ready to dominate that market.

I will say it again:

Barely half of all businesses measure their marketing efforts in any way.

And

Marketers who understand and use these tools will outperform those operating in the dark.

Winning is the name of the game, and you will win faster by measuring even at a basic level.

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