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Multi-store Canadian Bridging ecommerce marketers the divide Going beyond ad go for gold Integrating the single store buys, measurement Big winners from annual CMA awards
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The Authority on Data-Driven Engagement & Operations
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Multi-store ecommerce How to go beyond the single store
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A shift in the landscape Environics Analytics buys up biggest competition
Vol. 27 | No. 1 | January 2014 EDITOR Amy Bostock - amy@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca Advertising Sales Mark Henry - mark@dmn.ca Brent White - brent@dmn.ca Chantal Goudreau - chantal@dmn.ca CONTRIBUTING WRITERS Pippa Nutt David Bellemare Billy Sharma Cameron Dow David Sopuch Jan Kestle
LLOYDMEDIA INC. HEAD OFFICE / SUBSCRIPTIONS / PRODUCTION: 302-137 Main Street North Markham ON L3P 1Y2 Phone: 905.201.6600 Fax: 905.201.6601 Toll-free: 800.668.1838 home@dmn.ca www.dmn.ca EDITORIAL CONTACT: Direct Marketing is published monthly by Lloydmedia Inc. plus the annual DM Industry Source Book List of Lists . Direct Marketing may be obtained through paid subscription. Rates: Canada 1 year (12 issues $48) 2 years (24 issues $70) U.S. 1 year (12 issues $60) 2 years (24 issues $100) Direct Marketing is an independently-produced publication not affiliated in any way with any association or organized group nor with any publication produced either in Canada or the United States. Unsolicited manuscripts are welcome. However unused manuscripts will not be returned unless accompanied by sufficient postage. Occasionally Direct Marketing provides its subscriber mailing list to other companies whose product or service may be of value to readers. If you do not want to receive information this way simply send your subscriber mailing label with this notice to: Lloydmedia Inc. 302-137 Main Street North Markham ON L3P 1Y2 Canada. POSTMASTER: Please send all address changes and return all undeliverable copies to: Lloydmedia Inc. 302-137 Main Street North Markham ON L3P 1Y2 Canada Canada Post Canadian Publications Mail Sales Product Agreement No. 40050803
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Data analytics industry predictions SAS’s Cameron Dow on what’s in store for 2014
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Five DR trends to watch for Will 2014 be the year the death toll finally rings for traditional media?
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Direct & Personal Moshe Hammer
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Canadian marketers go for gold Some big winners from annual CMA awards
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Bridging the divide BrightRoll on how to integrate ad buys and measurement across screens
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10 New Year’s resolutions for marketers january 2014
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In the Mail Talkin’ ‘Bout a Revolution at Humber River Hospital
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Tech Talk From Six Sigma to 6P A new process for web quality assurance DMN.ca ❰
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Directives
Multi store ecommerce: going beyond a single store By David Sopuch
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o you have multiple locations, resellers, product lines? Do need allowance, points stores or microsites? Do you need more visibility to increase sales? These are some of the reasons larger online sites implement multi store e-commerce. Imagine you had a site with 40,000 products and within your product mix you sold cameras. The deeper cameras are buried on your site the less authoritative your site is for ‘cameras’ if someone searched on that keyword. Also in addition to Seo urls page titles have significant impact in how Google determines your ranking. If your home page page title mentioned cameras your site might be considered a site about cameras and be ranked higher. But if you have many products you can’t put every products name on your home page title? You can solve this problem by creating multiple stores each on different domains per major product line. Another approach is to have subdomains for each store on your main domain which lets you take advantage of wild card SSL certificates. If you have resellers that are not that web savvy to add products from a datafeed you could provide each with a customized estore that they can just add as a link to their existing site or have it become their existing site. They can also add local products and manage clearance items and local blog or events content but you can control that your products are described and merchandised correctly. There are many types of ecommerce
❱ DMN.ca
stores. We are all familiar with B2B and B2C but there are also punchout catalogs, points stores, mobile stores, employee stores, fan merchandise store and allowance stores and even stores implemented as iOS, Android and Blackberry apps. These days, through the use of responsive design, most desktop e-commerce sites out of the box reformat automatically for tablets and mobile devices so special purpose mobile stores should be supported out of the box. If you sell to large companies that use Ariba or Oracle or many other procurement systems they might demand that you support an estore that supports the cxml (commerce xml) punchout catalog standard. This type of estore auto logs in the buyer and exchanges baskets and order information and becomes a second version of your main ecommerce site. Points stores or Loyalty are also very popular. A shopper while shopping earns either a base amount based on the order value or specific point amounts for each product. Then use the same login credentials to login to a points store where the points can be spent. It increases reordering by customers, provides another way to push email to a customer monthly with their updated points balances and of course additional marketing messages and lets you move unique or push slow selling products at full retail to the customer. No matter what the real price when converted to dollars the product is still free to the shopper so the real price is not important. Also ecommerce support for points in the main site permits a marketer to
give additional points as a benefit to help merchandise products. Allowance stores limit how much of a product a shopper can purchase. These are primarily used for an employee store that is accessible to an employee that is auto logged in when visiting the stores site from the company intranet. The idea is that prices on the stores are reduced and purchasing at this reduced cost becomes an employee benefit to retain employees. Products can be any product on the site or branded merchandise with the employers logo. As the price is reduced an allowance store limits how many items can be purchased to prevent staff from reselling goods. Fans of your company would also like to access an estore with branded merchandise and would not be limited as to how many they can purchase as they would not see discounted prices. Microsites to launch a specific product on a specific domain are also an area where being able to quickly create a separate ecommerce enabled estore can help increase the SEO ranking of the products on this microsite. Now imagine you have your main ecommerce site, a punchout catalog, a points stores, an employee store, a store with branded merchandise for fans, stores for 100 resellers, stores for different retail branches of your company, stores for different markets or brands and a few microsites. How do you manage all the data? A common solution is to use Master Catalogs. A master catalog holds all your product data and each of the stores can subscribe to the master
catalog. When a product is updated in the master catalog and approved each of the stores can be pushed the updated descriptions, prices and images. Another problem if you are a retailer is to get updated product information. There are solutions such as Icecat, Cnet channel and others that will rent you a datafeed of product data, specifications, galleries, manuals and images. If your ecommerce solution can import this feed this can greatly enhance sales as you will then have more keywords on each of your product pages that might match their search queries. If you have resell products from suppliers you might be able to lessen the task of updating data by having your supplier do this for you. They might supply a product data feed that you read data from or you could give them access to a Supplier store on your system and let the supplier manage the product data. The Master Catalog can then pull data from these supplier stores that you can then approve before sending to your stores. Another variation of this is to have stores for separate companies or suppliers and have all the products to aggregated to another type of store called a Marketplace store that acts as a shopping mall or aggregator of products. I hope the above gives you ideas as to how you can think beyond the single store to sell more and get more visibility. David Sopuch is the eBusiness Director at
Avetti Commerce. You can contact him at davids@avetti.com
January 2014
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Cover Story
A shift in the landscape Environics Analytics buys out biggest competition in Generation5 By Amy Bostock
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n November 2013, Environics Analytics shook up the data analytics landscape in Canada when they acquired the business and assets of Generation5 from Voltari Canada – long considered their fiercest competition. “Generation5 has a great core of advanced modellers and statisticians, and we saw this acquisition as a great opportunity for the two groups to get together,” says Jan Kestle, President of Environics Analytics. “Both sets of customers will benefit because, although there are a lot of similarities in what we do, the two organizations each do these things a little differently.” “These were the two best players in the market in terms of quality of product,” says Richard Sadowsky, Chief Administrative Officer and General Council at Voltari. “Quite frankly, for us [Generation5] is not part of our core business and we knew that we had to either make a substantial investment to grow it so that we could compete with Environics Analytics or we could talk about combining. The way we looked at it is that when you bring very talented people together, like those at these two companies, it can only benefit the customers.” While Generation5 has been mainly focused on developing postal code-level data for modelling, Kestle says that Environics Analytics has really put their energy into providing a wide variety of other important marketing and media databases. “By bringing these those two kinds of approaches together, we believe that we can provide Canadian
january 2014
marketers with really powerful integrated solutions,” says Kestle. In the short term, Environics Analytics will continue their product lines (PRIZM and ENVISION) and those of Generation5 (Canadian Attributes and Segments and Portfolio™) separately since both organizations owe their clients an update in the first quarter of 2014. Long-term, Kestle says the plan is to look at how the two methodologies can be combined and how to create databases that are integrated. “The extra capacity and modelling capabilities that exist within the advanced mathematical modelling group at Generation5 supplement what we have in our R&D group,” she adds. “This increased capacity enables us to take stock of what other types of data are needed by marketers and to create new products.” According to Kestle, it can be challenging to find R&D staff who understand consumer marketing, demographics, consumer behaviour and the geographic component. Being able to integrate a team of people already familiar with the source data and industry methodologies into the Environics Analytics
group means that the company can move ahead quickly with new product initiatives. One of the ideas Kestle is interested in investigating is whether the new merger can lead to innovative products that might have some kind of a time series or change component. “Can we come up with marketing analytics products that allow marketers to see trends and see how their segmentation profiles are changing over time – maybe quarterly or semi-annual data?” she asks. The acquisition of Generation5 comes at a time when Environics Analytics has announced a heightened partnership with IHS Automotive (Driven by Polk) and data from Vision Critical and Equifax Canada. With the additional modelling resources from Generation5, Environics Analytics’ ability to bring these databases together to create new products can now become a reality. “If we’re able to help marketers understand that their core customers are changing, and that there are differences in behaviour or media preferences for different customers on a quarterly basis, that would be a really exciting thing,” says Kestle.
This increased capacity enables us to take stock of what other types of data are needed by marketers and to create new products.” DMN.ca ❰
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Data Analytics
2014 Data Analytics Industry Predictions By Cameron Dow, Vice President, Marketing SAS Canada
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hile there are a variety of trends that will impact CMOs this year, from increasingly empowered consumers to the continued explosion of data, one consistency is that data will continue to be a powerful asset for marketers, and 2014 will be the year many companies improve their capabilities to use data as a strategic advantage. Here’s my take on the top data analytics industry predictions for 2014. The continued explosion of data Although big data remains, for some, an overhyped term the reality is that the explosion of data is unlike anything we’ve seen before. Data volumes will continue to grow as more computers, smart phones, tablets, new apps and services, along with an increasing number of devices outfitted with smart meters and sensors and GIS transmitters, come online. As IDC has already predicted, the big data market will grow to $16.1 billion in 2014 and the big data technology and services market will continue to grow to $32.4 billion by 2017. This continued data tsunami will force marketers to focus their efforts on the right data. The kind of data that is actionable and gives marketers meaningful insights into customer needs/desires. The combination of powerful data analytics, low-cost storage and in-memory computing will help organizations take advantage of the data they have at their fingertips to make proactive decisions about marketing, product, and customer needs. A word of warning: the old adage of garbage in, garbage out will still hold true, so the real winners will be the organizations which properly collect and manage their data and use analytics to get the right information from the right data to drive customer-centric decision making. ❱ DMN.ca
Presenting information visually Data visualization is the presentation of data in a pictorial or graphical format. Though the term may be new, the concept is not. For centuries, people have depended on visual representations, such as charts, graphs and maps, to understand information more easily and quickly. As more and more data is collected and analyzed, decision makers at all levels will increasingly look to data visualization software to find relevance among millions of variables, communicate concepts and hypotheses to others, and even predict the future. In 2014 organizations will need to think of their data as a great but unedited story which needs the help of visual analytics to bring it to life. In 2014, data visualization will become an increasingly important tool to help us manage, gain value and understand our data. The customer experience: personalized marketing Consumers are getting smarter in how they use social networks to get heard. They are also more demanding in how companies interact with them and want the right message delivered to the right channel, to the device of their choice, at the time of their choosing. Add mobile to the mix (mobile devices are expected to overtake the desktop in 2015 as the primary means by which consumer’s access the web1) and the marketing environment becomes far more complex as businesses need to be able to deliver real-time, relevant communications with each customer communication. This is the driver behind omnichannel marketing practices. A recent survey by Leger, commissioned by SAS Canada, confirmed the importance of personalized promotions. The study found that 47 percent of smartphone owners said they would be more likely to return to a store that sent personalized promotions to their device while they shopped. Never has the need for relevant, real-time marketing been so great. For businesses to prosper in a world of empowered mobile consumers, marketers need to embrace all customer
relationship opportunities by using predictive analytics to implement real-time marketing decision engines. In 2014 mobile devices will enable marketers to deliver on the promise of getting the right messages, to the right customers, at the right time – but only those leveraging the richest data sources, using superior customer analytics (with the ability to act in real-time) will have a sustainable competitive edge. Desperately seeking data scientists As more organizations embrace data as a strategic asset, we will see a rise in the need for individuals who are capable of extracting value from your data asets. Some call them data scientists others call them data engineers – regardless of their title, these individuals possess the ability to extract value from data, the kind of insight that leads to sound business decisions and increased ROI. McKinsey predicts a shortage in the coming years of big data scientists and big data managers2. In 2014 education around data and analytics will continue to flourish, while companies looking to capture big data’s potential clamor for the most skilled graduates. In Canada we have already seen the emergence of postgraduate programs in Analytics from major academic institutions like Queen’s University, York University and HEC and expect this trend to continue as the
demand for data scientists explodes. The data scientist is here to stay. Organizations will need to be more proactive in planning their human capital as much as financial capital to realize the ROI from Big Data. In the coming years these individuals will be found at the boardroom table as they will have demonstrated just how valuable data is to the bottom line. Conclusion The use of analytics in decision-making has become a ubiquitous business practice. Whether an organization is using analytics to make better decisions for strategic planning, manufacturing, selling, supply chain management or marketing – analytics touches nearly every aspect of business operations as organizations strive for better business outcomes. 2014 is going to be a great year for analytics and the organizations which learn to use data as a strategic advantage will have much to celebrate in the New Year. For more information about SAS’ Customer Intelligence solutions, please visit: http://www.sas.com/en_us/software/ customer-intelligence.html
1. Morgan Stanley, http://www. morganstanley.com/index.html 2. Mckinsey, http://www.mckinsey.com/ features/big_data January 2014
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Looking Ahead
Five DR Trends to Watch for in 2014 – Canada Will 2014 be the year the death toll finally rings for traditional media? By Pippa Nutt
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ar from it. Consumers are more enabled than ever by new technology, and it’s bringing offline and online even closer together. Here are five DR trends that will impact the Canadian DRTV market in 2014: 1. Response is evolving, not dying This is not the end, folks. Don’t scramble to board the ark just yet. I’ve sat in countless meetings with panic-stricken marketers recounting how their top-performing direct channel (TV) just magically started to burn out. Did it really? In my experience, that type of pattern is unlikely. I would spend less time pontificating and more time looking for patterns in shifting response, because I promise you you’ll find something. In the last five years I’ve seen the share of total response for web go from a measly 10-15% (for those who were actually tracking it with any accuracy) to over 80%, regardless of the product or demo. People rarely pick up the phone any more, but they do go online – and you need to be able to account for what motivated them to do that so you can accurately track the return on your marketing investment. Tracking response and ROI in silos based on a single response method is increasingly flawed and will make it impossible to reach your target objectives. Advice: The core buckets most impacted by offline marketing are direct traffic, as well branded paid and organic search. Dig deep in your web analytics and I’m sure you will recover a significant portion of that “dwindling response”. 2. Attribution: think beyond the Band-Aid Predictive modelling, regression analysis, first click, time decay – there is no end to the hype around crosschannel attribution. And while there january 2014
are a host of solutions designed to granularly segment your online traffic and cross-channel influence (across all price spectrums), a huge gap still exists in accurately attributing the response influence between offline and online marketing tactics. We know there is one, but the ability to pinpoint that relationship with any accuracy remains an ongoing challenge and will not be solved with an off-the-shelf solution. The pressure is on and will continue to grow in 2014 as marketers are forced to be more strategic in terms of their budget allocation and investment in channels that will help them meet or, hopefully, exceed targets. Advice: A Band-Aid solution may help you sleep better at night, but is most likely ignoring the elephant in the room. Invest the time to develop a solid foundation. Attribution modelling is not hype – it must be approached pragmatically in order to serve you well in the long run. Leverage your various media partners for their advice and explore what others are doing well within your industry. 3. Second-screen trending: turning data into action More than 60% of Canadians are interacting with another device while watching TV with smartphones, social networking and tablets leading that diversion. But is that a good thing for marketers? On one hand, it offers the potential for added engagement and measurability of your offline investment. On the other hand, if they aren’t really paying attention, does your message stand a chance of getting through? Harnessing your audience’s attention across multiple screens may be one of the biggest challenges marketers will face in 2014. Facebook, Twitter, and various tech companies are trying to bridge that gap and help turn data into action. Beyond that, understanding the true value of that
engagement and what it means to your bottom-line ROI is even more difficult. Advice: If you’re not already doing so, get your analytics synced up to measure same user interactions across devices. Use those learnings to define a cross-channel communication strategy. 4. Online video advertising: growing but still skewed Over 38% of English-speaking Canadians now watch TV online, although not exclusively. The online video market will continue to grow in 2014 with online video advertising expected to surpass $200 million. Interestingly, Canada has over 90% of web users consuming online video, higher even than in the U.S. But before you reallocate half of your 2014 budget to pre-roll, consider this: Online video viewing still skews younger, with Canadians under 24 consuming roughly 50% of video views. How does this line up with the product or service you are marketing? The entertainment category continues to see the largest growth in number of videos viewed online. This is important when mapping out your targeting strategy. YouTube dominates more than 50% of video views in Canada and continues to grow. Based on that reality, it may not be worth investing in high-priced CPM inventory to run in the same shows you would typically invest in offline. Advice: Think before you leap. Does it make sense for your demo or product/service you’re trying to market? If the answer is yes, test your way to success by leveraging more costefficient, wide-reach networks first, and expand from there. 5. Smart TV: the wild card Smart TV penetration in Canada is still relatively low (21% for Englishspeaking Canadians 18+) but it’s
growing, thanks to in-demand services such as YouTube and Netflix that are paving the way by enabling access to premium video content online. The concept is not new, however. Gaming consoles, Blu-ray players, tablets, laptops and the like have been bringing that same level of connectivity to the TV over the last three+ years. However, the shifts in media consumption are more transparent when you look at the under-35 demo. It’s estimated that three-quarters of 18- to 34-year-olds access video content online through connected TV over their pay TV provider with Netflix being the leader, followed by YouTube, Amazon and Hulu. This presents an interesting challenge when trying to reach that demo through more traditional means of advertising. Will this lead to the death of traditional TV content and broadcasters alike? A lot will depend on the availability of quality content that’s made available, and at what price through connected TVs. Advice: Wait and see how it plays out. Summary New technologies combined with an ever-evolving market place are challenging conventional marketing wisdom, but for the better. Gone are the days of “set it and forget it” and age-old assumptions. It’s a brave new world, inspiring marketers to reach for new heights. All the best for 2014! Pippa Nutt is Senior Vice President, Online & Canadian Media at Northern Lights Direct, a leading brand direct response agency that offers strategic planning, media management, and creative and production services for direct response television (DRTV) and direct response online from their offices in Toronto and Chicago. To learn more, visit www.northernlightsdirect.com.
DMN.ca ❰
CMA Award Winners
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Canadian marketers Best and brightest recognized at annual CMA Awards
go for gold Best of the Best McDonald’s Canada Campaign: Our Food. Your Questions. Agency: Tribal Worldwide, a division of DDB Credits: Client: Joel Yashinsky, Hope Bagozzi, Michelle McIlmoyle | Managing Director: Andrew McCartney | Account Director: Miles Savage | Account Executive: Melanie Chiriboga-Gomez | Creative Director: Louis-Philippe Tremblay | Senior Copywriter: Ian Mackenzie | Senior Art Director: Derek Blais | Copywriter: Tiffany Chung; Sanya Grujicic; Ryan Lawrence | Art Director: Kara Wark; Amy French; Benson Ngo | Lead Designer: Peter Borell | Designer: Jean-Lou Renoux | Head of Strategy: Jason Chaney | Strategy: Parker Mason; Kevin McHugh | Social Media Director: Ed Lee | Director of Technology: Joe Dee | Developers: Paul Sham; Paul Jara | Producers: Neem Ba Ha; Andrew Schulze; Stefan Fabich
Canada Post Direct Mail Award Rogers Communications Inc. Campaign: Tablets for Mums Agency: WÜRSTLINGROUP Credits: SVP & GM, Brands and Marketing Communications: Shelagh Stoneham | Marketing Communications Manager: Andrew Rusk | Creative Director: Michael Würstlin | Creative Director: Steve Conover | Art Director: Giselle Pantazis | Production Manager: Kathleen Lang
Customer Management - Consumer Services (Gold) Aeroplan Campaign: Aeroplan Milestones Agency: Cossette Credits: General Manager, Marketing Planning and Program Develeopment, Aeroplan: Nadine St-Aubin | Director, Membership Management, Aeroplan: Claire Acaca | Director, Membership Management, Aeroplan: Patricia Boisvert | Account Director, Cossette: Audrey Hasdenteufel | Account Executive, Cossette: Valerie Beaulieu | Copywriter, Cossette: Melanie Franz | Project Manager, Cossette: Marine Freynet
Customer Management – Financial (Gold) Scotiabank Campaign: Mobile Agency: DDB RAPP Canada Credits: Senior Manager, Direct Marketing: Teresa Papaleo | Marketing Manager, Direct Marketing: Fiona Tan | Marketing Co-ordinator, Direct Marketing: Diana Siegenthaler | Director, Self Service Sales & Channel Optimization: Adam Swinemar | Manager, Channel Marketing: Angela Coddett | Senior Manager, Channel Optimization: Sarah Soares | Creative Director: Barb Williams | Account Director: Cathy Grendus
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Customer Management NFP/Fundraising/ Public Service (Gold) NABS Campaign: Over Qualified Interns Direct Mail Agency: Zulu Alpha Kilo Credits: Creative Director: Zak Mroueh | Creative Team: Bhavik Gajjar, Nick Asik, Jenny Luong | Print Producer: Kari Macknight Dearborn | Account Team: Sherryl Woodward, Chandler Powell | NABS: Jim Warrington, Mike Arlotto
January 2014
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Feature
Bridge the TV and digital video divide Integrating ad buys and measurement across screens
By David Bellemare
F
or most consumers, TV and digital video are becoming interchangeable. They watch TV shows on their tablets and download movies to their TVs via AppleTV, Roku, or other boxes. In today’s multiscreen world, people watch movies, TV shows, and video clips wherever and whenever they want. And yet, most advertisers still manage budgets, targeting, and measurement for digital video and TV ads separately. One team buys TV inventory via upfronts and directly from networks, and another team manages digital video ad buys via a hodgepodge of networks, exchanges, DSPs, and direct relationships. In 2014 and beyond, we’ll finally start to see TV and video advertising become more intertwined, as advertisers adopt unified ad buying measurement platforms to help close the gap. It’s about time. With a more consolidated approach to TV and digital,
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marketers have a lot to gain – namely more precise targeting across screens, deeper engagement with consumers, and higher overall advertising ROI. In Canada, the consolidation of video and TV advertising is set to happen more quickly than in other markets. Canadian consumers were early adopters of online video and Canada now ranks second worldwide in the percentage of citizens watching digital video, after Argentina. More than 92% of Canadians over the age of 14 watch online video, and 61% regularly go online to watch television content. Not surprisingly, advertisers have taken note of Canadians’ multiscreen video viewing habits, implementing sophisticated cross-channel campaigns spanning the web, mobile, and connected TV. Using video ad management platforms, Canadian advertisers are deploying programmatic buying, measurement, and optimization across digital video channels. The next step is expanding this integration to the world of broadcast TV ads. To make this integrated world a reality, advertisers must begin to adopt unified measurement and analytics across digital video and TV ad campaigns – so they can optimize creative and targeting based on cross-channel metrics. On the sell
side, video ad networks and exchanges must work closely with TV measurement companies to provide the latest in real-time metrics – delivering greater insights into multi-screen audience measurement and ad viewability. Research shows digital video ads can increase the impact of TV commercials; 29% of viewers who were exposed to an online video ad and a TV commercial from the same brand recalled the message, versus just 19% of people who saw only the TV ad, according to Nielsen IAG. Of course, we haven’t reached full integration of digital video and TV ad buys and measurement yet. Industry groups must agree on standard protocols to measure audience reach, engagement, and brand impact across both TV and digital channels. The emergence of the iGRP measurement standard is a step in the right direction, bringing the ‘gross ratings points’ used by TV advertisers to measure audience reach into the digital realm. However, the industry needs other cross-channel metrics to measure engagement, conversion, and brand reach. In the absence of standards to measure the joint impact of TV and video ads, what can advertisers January 2014
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Feature do today to begin integrating their TV and video buys, measurement, and optimization? Below are three steps advertisers can take now to start bringing TV and digital video closer together. Measure ‘time spent’ When thinking of how to optimize advertising investments across TV and digital video, utilize the different data sources available to compare time spent between the two mediums for your target demographic. Consider the percentage of time spent consuming digital video vs. TV, as well as all digital video combined. These metrics will serve as a directional baseline for how dollars should be allocated across these channels. In Canada, BBM and comScore are your go-to data sources to measure these ‘time spent’ metrics. Go programmatic To optimize video ad spend to attain maximum ROI, use a single programmatic video advertising platform that can reach your target audiences at scale across web, mobile, and connected TV. Leveraging a single programmatic platform for all your video advertising across all channels will enable universal targeting across your inventory sources; increase ROI
More than 92% of Canadians over the age of 14 watch online video, and 61% regularly go online to watch television content.
by effectively managing frequency and providing centralized optimization; and deliver unified reporting and operational efficiency by eliminating multiple insertion orders. Use interactive formats Take your digital video advertising to the next level by using the newest interactive video ad formats. This type of inventory enables consumers to interact with your brand though an immersive experience, boosting user engagement. Marketers can combine existing video assets with interactive elements such
as links to longer-form video content, photo galleries, product reviews, and even store locators. Many interactive formats incorporate social sharing features and offer the opportunity to extend the same creative to multiple screens. When consumers can ‘interact’ with your ads, they will spend longer amounts of time engaging with your brand. In the end, consumers don’t care where they watch TV shows, movies, or videos clips. They just want easy access to their favorite entertainment on multiple screens. Advertisers must now find ways to integrate their TV commercials with digital video ads, unifying their brand message across screens. We haven’t reached full integration of TV and video ads yet, but that day is coming. Smart advertisers will implement steps toward integration now, to be prepared for the day when the line between TV and digital video disappears for good. David Bellemare is the managing director of BrightRoll Canada in
Toronto, where he oversees the adoption of BrightRoll’s digital video advertising technology and innovation in the Canadian marketplace. David previously held senior media, strategic planning, and sales positions with HotJobs and Yahoo! Canada.
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New Year’s resolutions for marketers
By Jan Kestle
T
he New Year is typically a time of reflection and reality checks in our personal lives. But it’s also a good opportunity as marketers to reflect on our professional activities and resolve to take steps toward getting better at our demanding jobs. Here are my ten marketers’ resolutions for 2014.
1
Take charge of customer data. In many ways, today’s businesses and not-for-profits have never been so data rich and insight poor; the problem is mining the mountains of Big Data stored in-house on customers and markets. So whether marketing keeps the records in a CRM system or they are housed within the IT department, work with colleagues to ensure that the data are clean, accessible and organized to form the foundation for data-driven decision-making across the organization.
2
Share data. Once the customer data is organized, make it available so all parts of the enterprise can benefit from the same data-driven portraits of customers. This information should benefit a variety of applications—everything from merchandising and real estate to advertising and recruiting.
3
Help colleagues bridge the media channel divide. In today’s fragmented media environment, digital, traditional and mobile marketing initiatives need to be integrated—and targeted to customers. Results will be undermined unless consumers get consistent messaging through the media they prefer.
4
Stay up-to-date on the latest analytics technology and methodologies that can enhance marketing efforts. We’re well past the time when marketers could rely on professionals in other departments to make decisions about effective analytics tools. We’ll only have a say in those critical decision if we do our homework and understand which tools are right for the job.
5
Develop a culture of innovation. It’s not enough to continue what we’ve been doing just because it’s working. We need to be open to test new ideas and approaches to take advantage of ❱ DMN.ca
new sources of data and the latest analytics’ tools to improve the bottom line. We need to devote regularly scheduled time to exploring ways to innovate and stay ahead.
6
Optimize websites for smartphones and tablets. With smartphones and tablets now outselling computers, our websites must be designed for the way people use mobile devices. Pages should be customized for scrolling down long pages—not moving left to right—and buttons should be large to handle links to new pages.
7
Include measurement up front. For any marketing initiative, we must first make sure we know what questions we’re trying to answer and how the program, strategy or tactic will impact the bottom line. Then we need to measure results to judge how well the initiative met the original goals—and refine the campaign to achieve higher returns while reducing the costs.
8
Keep customers happy. Loyal customers, built one positive experience at a time, can produce a steady revenue stream, higher profit margins and confirmed evangelists who sometimes do our marketing for us. So get to know to know the customers—their tastes, demographics, lifestyles and values—to better understand their needs and desires. Only by deepening the relationship with our best customers can we compete more effectively and grow our loyal customer base.
marketer in 2014. You’re more than welcome to retweet them—and I hope you take them to heart. 2014 Resolution 1: Take charge of your customer data, ensuring it’s clean, accessible and organized to be the foundation for data-driven decisions. 2014 Resolution 2: Share customer data so your entire organization—advertising to real estate— benefits from the same data portraits. 2014 Resolution 3: Integrate your digital, traditional and mobile marketing initiatives so consumers get a consistent message through the media they prefer. 2014 Resolution 4: Stay up-to-date on the latest analytics technology and methodologies to lead and enhance marketing efforts. 2014 Resolution 5: Develop a culture of innovation to take advantage of new data and the latest analytics’ tools to improve your ROI. 2014 Resolution 6: Optimize your website for smartphones and tablets; they now outsell computers. 2014 Resolution 7: Include measurement up front so you know how an initiative affects the bottom line. Then refine and redo.
9
2014 Resolution 8: Keep your customers happy, one positive experience at a time, for the revenue stream and viral marketing.
10
2014 Resolution 10: Resolve to be a better writer who can express insights in 140 characters or less. Happy New Year, @statslady
Make privacy a priority in the way we do business. Since we sometimes work with confidential customer information, we need to stay on top of the changing Canadian privacy laws. And we need to make sure that all of our marketing efforts are not only compliant but respectful of the rights of consumers as individuals.
Resolve to be a better writer—and speak to the point. In an age of tweeting, it’s essential to express ideas in 140 characters or less to share your ideas. So to start on a positive note, let me keep at least this one resolution and tweet out my ten resolutions to become a better
2014 Resolution 9: Make privacy a priority so your marketing efforts respect the rights of consumers as individuals.
Jan Kestle, the Founder and President of Environics Analytics, has been a leader in the marketing information industry for more than forty years. January 2014
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// 14
Moshe Hammer The Pied Piper of Toronto
By Billy Sharma
W
e often hear about how one person can change the lives of so many others. Well, I know such a man. His name is Moshe Hammer. His life and the lives of so many changed after the infamous “Summer of the Gun” in Toronto early in 2005. That year 24 people were shot dead in Toronto from June 12 to September16. By year's end, 52 people had been killed by gun violence on the streets of Toronto and many of them were young kids. Creating an instrument of change “I was frustrated watching innocent youth being wasted,” bemoaned Moshe Hammer. “I was sick thinking about the young teens carrying weapons around. Then I thought of the fact that ‘violence’ and ‘violins’ sound almost the same. With that crazy idea, I decided I could do something about it.”
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Making the perfect pitch He began by approaching schools in the toughest and most violence-ridden neighbourhoods in the Jane and Finch area. “The first school that signed on was Derrydown PS, in the Keele and Finch area. I proposed that I would teach their kids to play the violin for free. “The principal was absolutely delighted and asked me how soon I could start. She even managed to convince me to teach grade one. We began with just 20 students in two classes, twice weekly. I in turn persuaded a few of my friends to donate violins and we were off to a flying start.” His passion to steer children away from a wasted life of violence started to come true as he formed a charity called The Hammer Band from violence to violins “Soon parents and school principals began to tell me that they had noticed a change in their kids just a few months after learning to play the violin. One
even wrote to me saying: Your program opens up a whole new world. Through the children, you bring joy and music to our hearts as well. “The next year three more schools signed on. “Today there are more than 500 kids from 23 schools - and the waiting list keeps growing. “When a kid learns to play an instrument, something more than music stirs inside them. Their grades and marks begin to improve; they learn teamwork; they start to have respect for their band mates and learn how to listen,” said Moshe proudly. Proof of how the “Mozart effect” changes children The most cited study called the “Mozart effect” is a set of research results that indicate that listening to classical music may also induce an improvement in the performance of certain other kinds of mental tasks known as “spatial-temporal reasoning” which is the ability to think out long-term, more abstract solutions to logical problems that arise. Music arouses contagious pride He also told me, “When an elementary or junior school student can squeak out a real tune like Twinkle Twinkle Little Star for the first time, it is the most profound and joyful ‘eureka’ moment that is visible in their eyes and by the smiles on their faces.” January 2014
Direct & Personal Where it all began Moshe Hammer was born in Budapest, raised in Israel, and became a Canadian citizen in 1975. He said, “When my parents left Europe after WWII, they boarded a ship to Israel. On the third day the ship crashed against the rocks at Rhodes during a dangerous storm. My dad was afraid to jump off the boat with me in his arms. “As the waters kept rising he reluctantly got ready to do just that when suddenly he heard a friend call out, “Throw him to me!” His friend was already on land. “My dad, like a champion quarter back, aimed and lobbed his precious ‘Football’. Seconds later I was safe in the friend’s arms. “My first teacher in Israel was Ilona Feher, who just like us, moved to Israel a few years after we did from Hungary. She was strict and expected me to work hard and constantly improve. Being talented, I did improve and started performing in the music academy and later in public. “Playing as a soloist and chamber-music collaborator has been the major part of my professional life. “The other part of my life has been spent teaching. Whether it is one student at a time, a master-class or a group lesson, I have always taught music. And with music, I would add teaching life skills. I realized that often that was the most important thing kids would remember.” He studied at the Rubin Academy of Music at the University of Tel Aviv, with Ivan Galamian at the Juilliard School, with Jascha Heifetz in Los Angeles, and with Yehudi Menuhin in London. He won a medal in 1970 at the Thibaud Competition in Paris and has performed as a soloist throughout North America and Europe. He was principal violinist of the Canadian Chamber Ensemble and a founding member of the Amadeus Ensemble. He taught at York University and has recording credits on several albums. “I always played the violin. At least that what it seems like. Growing up in Israel, since age six, I would spend a few minutes—and years later hours—every day practicing. “I remember my friends calling me to join them for a soccer game, with still another 10 minutes left to practice and I would tell them ‘later’. Periodically I remember dreaming about doing something totally different. “Turning 13 was a big change. It came to me that practice actually worked and I was becoming a better violinist. For the next few years I practiced for hours with great enthusiasm. “Early in my career, I entered a music competition and did not do well so I contemplated giving up the violin. I was not happy whenever I felt that my performance was not at its best. “One day, I realized that in order to truly connect with another person, I needed to make them feel good. There it is in a nutshell!”
// 15 pushed me to a very high musical level that allowed me to continue studying in New York and Los Angeles. “My other idol has always been Jascha Heifetz, surely the greatest violinist ever. When I entered his master class, it was like a dream come true. Working under him for a year gave me a new way of looking at performing. Both Heifetz and Feher shaped my life as well as career.” There were lighter moments too He narrated an incident that occurred during a concert in Newfoundland. “It was scheduled for 8 pm. The flight from Montreal was seriously delayed by bad weather, and eventually landed at 7:45. I called the presenter and asked that we start the performance after the intermission. By the time we made it to the stage it was 8:45 and our audience was patient and delighted. “The best ‘after-concert comments’ I have ever heard was when an 80-yearold man said, ‘You played so well, even my leg feels better.’ And when a 15-year-old teen said, ‘I thought I would hate your music, but you are really good.’ “And once toward the end of the concert, I heard a faint snore coming from the third row and as the music became softer, the snores got louder. When the music stopped, we all heard two very loud snores—then there was a thunderous applause.” I myself was privileged to attend Moshe’s wedding to Cecilia. They have an accumulated four kids and eight grandkids. The other things I have learned about him are that he enjoys walking, good movies, tennis, basketball and books by Kurt Vonnegut, Gabriel Garcia-Marquez, Meir Shalev and Malcolm Gladwell. Besides that, he told me, “Cecilia and I love to travel. Italy, Holland, Israel and Colombia are our favourites. Time with grandkids is paramount. Since they came into our lives, we have less quiet time, but even more fun. “I love children, actually kids of all ages, and my passion for life and music is infinite.” Billy Sharma is president and creative
We all have heroes “Outside my parents, my first hero was my first violin teacher, Ilona Feher. She was responsible for teaching me the violin basics when I was a child, and then january 2014
director of Designers Inc. He can be reached via email at: designersinc@ sympatico.ca or by telephone at: 416. 203. 9787
Here’s how you too can help these children turn away from violence right now, right here in Toronto. As The Hammer Band grows, they need corporate and individual funding from compassionate Torontonians like you to come to their aid. They need a steady source of multi-year donations to help them acquire musical instruments and change the lives of children right here in Toronto. Research and a growing trend have shown that giving back to your community is good for business. Some 85% of consumers have a more positive image of a company when they know it contributes to a cause that they too care about. So here’s your chance, you too can “Adopt a Student” or “Adopt a School” as a medium or large size corporation and develop a long-term partnership with this charity. As an individual you can donate toward a musical instrument to get one more child off the street and encourage them to grab the chance to learn a lifelong skill. To find out more go to their website at www.thehammerband.com As Winston Churchill said, “We make a living by what we get. We make a life by what we give.”
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In The Mail
// 16
1. Record cover. 2. Replica vinyl record and sleeve. 3. 4-fold pull out poster with re-written song lyrics. 4. Fan Club membership pin. 5. Event ticket. 6. Inside spread of poster with sponsorship packages on back. 7. Genuine 45 rpm adapter
â?ą DMN.ca
January 2014
// 17
In The Mail
Talkin’ ‘Bout A Revolution
Humber River Hospital’s Gonna Be Alright
I
n 2013, the fundraising gala landscape in Toronto was a crowded one. Many charities and not-for-profits were struggling to stand out from the rest and create an event that thrived from year to year. The Humber River Hospital Foundation (HRHF) found itself precisely in this position with their annual gala, The River Ball. The HRHF is responsible for the fundraising efforts of the Humber River Hospital, North America’s first fully digital hospital that plans to open its doors in 2015. With a goal of $225 million to make it a reality, they knew the time to act was now. Lori D’Amore, Communications and Marketing Officer for the Humber River Hospital Foundation, had worked with Toronto design agency Zebra Studios in a previous position at Villa Charities and knew they’d be the right team for the job. In addition to a number of other fundraising activities, the Humber River Hospital relies on events like The River Ball to raise funds, with the corporate sector being the biggest contributor. The direct mail channel for not-for-profit organizations is fundamental and very powerful, proving cost-effective and encouraging potential key corporate and public sponsors to attend the event and secure their further involvement
with the fundraising efforts of the hospital. One of the keys to getting sponsorships is wowing companies with the sponsorship package, which also acts as an invitation. As first impressions go, this is a big one. Coming off the successes of similar direct mail pieces for the foundation’s Women’s Health and Wellness Event in 2012 and 2013, where sponsorship response rates broke previous records, the HRHF had even higher hopes in 2014. The scope of the 2014 River Ball sponsorship package required Zebra Studios to develop the entire DM campaign, including strategy, creative, design, copy and production. Some of the goals for the 2014 campaign include: provide the strategy in revising the creative look, tone and messaging of the overall existing campaign to further establish the brand from the previous year; spread awareness by creating more excitement than the previous year; and secure more sponsorships, sell more tickets and, ultimately, raise more money than their previous record-breaking year. The 2014 gala, The River Ball: Revolution by The River, features internationally acclaimed Beatles tribute band RAIN as the headliner. With iconic music and a name like Revolution, the concept of treating the sponsorship package
CAMPAIGN NAME: Revolution by The River CLIENT: Humber River Hospital Foundation CAMPAIGN: Revolution by The River Event Package
january 2014
like a record (from album cover to booklet to sleeve to replica vinyl) was too good to resist. Zebra Studios immediately went to work bringing the idea to life. Phil Falcone, Director of Strategy + Creative, explains, “It was an ambitious project with a modest budget and no room for error. Ensuring production could pull off our creative idea was crucial.” Without question, the HRHF has a great deal at stake. The River Ball is their marquee fundraising event and its success can determine the success of the entire year. Further, their expectations are higher than ever…they want 2014 to be their best year yet. But they’re not alone; Zebra Studios also has a lot on the line. Not only are they eager to show their support in contributing to the hospital’s success, but also that they’re capable of handling the entire strategy behind the branding and creative execution of the campaign to surpass the success of 2013. So far, HRHF has sent out 300 sponsorship packages to companies in their database. Pleasing all those involved, the results of the direct mail campaign are surpassing hopes and expectations. The HRHF is securing sponsorships for The River Ball: Revolution by The River at a record pace, allowing the foundation to focus its time and energy on the elegant gala
itself, and attendees and sponsors alike are building an anticipation never before seen in the event’s history. Overall, The River Ball was able to elevate its status in each of the last two years. Says Senior Design Sean MacLean, “It was a great project. As someone who has great interest in both design and music, marrying those two passions was a lot of fun. Now hearing about its success a huge bonus.” Since launching as a design, photography and production firm in 1997, Zebra Studios has quietly grown into one of Canada’s leading full service creative marketing agencies specializing in innovative retail, digital and integrated solutions. Some of Zebra Studios’ clients include Nike Canada and Hudson’s Bay, along with retail brands Wrangler, Lee, Dockers, Lindt and Calendar Club. Over the last 15 years, they’ve developed into one of Canada’s leading agencies specializing in ‘in-store’ marketing solutions, including visual display, merchandising and shop-in-shops. With Zebra Studios’ new relationship with the HRHF, the future looks bright for both agency and hospital. For more information, check out www.hrhfoundation.ca or www. zebrastudios.com
AGENCY TEAM: Joe Angellotti, Account Manager • Phil Falcone, Creative Director Sean MacLean, Art Director • Chris Serio, Production Manager Cindy Simpson, Copywriter DMN.ca ❰
// 18
Tech talk
From Six Sigma to 6P:
a new process for web quality assurance
S
ince it was invented by Motorola, and made famous by GE and Jack Welch, Six Sigma (techniques and tools for process improvement) has become the gold standard for ensuring quality in manufacturing. But what if your “product” is a website, and not some machine, widget or other manufactured good? Can Six Sigma principles help ensure website quality? For all its benefits, Six Sigma is notoriously
rigorous and hard-to-implement. Perhaps that is why it works, when done right: ensuring quality takes time and care, and product design cycles and manufacturing processes do not happen overnight. But websites require a more agile approach. One such approach is the “6P Cycle”. No company wants to be associated with an outdated website that doesn’t provide an optimal user experience. But how do you know whether you
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need to make changes? By measuring your website’s performance. Not once or twice either, but as an iterative process of constant improvement. “How do you I go about doing this,” you ask? By implementing the 6 Ps: Purpose, Picture, Plan, Performance, Pinpoint and Perfect. The Purpose step establishes the baseline of the cycle you must follow to optimize your website and improve results. Are you selling as expected? Where are your visitors coming from? Are they finding your registration process easy or frustrating? Traditional analytics tools like Google Analytics and Adobe Analytics will give you the numbers you need to understand what is going on with the site. Next is the Picture step, in which you use heatmaps, session recordings, funnels and other tools to visualize what is happening inside your site. These in-page analytics tools will enable you to understand the why behind your visitors' behavior. Why aren't they converting? Where in the funnel did they drop? Where did they spend the most time on a page before clicking the call to action? Once you have collected and ‘pictured’ the information, the next step is to create a Plan – develop a hypothesis of what can be done to improve your results. But how do you know whether your hypothesis is right? You must test the improvements to evaluate how visitors interact with them – in other words, identify the changes in your website’s Performance. This can be accomplished with A/B and multivariate testing tools like Optimizely, Monetate and Maxymiser. In the next step of the improvement continuum, you must Pinpoint and understand the causes of the measured performance, while at the same time developing ideas for future tests. This again is done with in-page analytics tools, which enable you to compare and visualize pre/ post-test data to understand whether the test was successful or not. Once you have these insights, the final step is to Perfect the site, making the changes necessary to provide your visitors with an optimized experience. But you’re not finished yet. In fact, the cycle never ends. Your visitors’ behavior is constantly changing, technology continues to advance, and new trends impact the market on a continual basis. And just as Six Sigma has helped countless manufacturers upgrade their production processes, the 6P Cycle can help ensure that you’re never stuck with an outdated website that no longer suits you. January 2014
// 19
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Direct Marketing Resource Directory Contact Brent White, brent@dmn.ca | Mark Henry, mark@dmn.ca
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Resource Directory LIST SERVICES
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SMR 032 The Data Service Specialist 4.625 x 2_Layout 1 12-01-30 7:39 PM Page 1
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To advertise in Direct Marketing Resource Directory Contact: Brent White, brent@dmn.ca Mark Henry, mark@dmn.ca
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Resource Directory Unaddressed Delivery
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Direct Marketing Magazine With a qualified circulation of 6,400 primary readers and another approximate 11,000 secondary readers, Direct Marketing reaches a unique audience of marketing executives and their agencies who are responsible for creating, managing, supporting and fulfilling more than $51 billion in annual sales generated through a range of direct response channels. To advertise in Direct Marketing Resource Directory Contact: Brent White, brent@dmn.ca Mark Henry, mark@dmn.ca
to advertise in direct marketing resource directory Contact: Brent White brent@dmn.ca | Mark Henry mark@dmn.ca
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