Direct Marketing Magazine October 2015 by Lloydmedia Inc

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Instagram for marketers

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Data analytics

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Ethnic marketing supplement

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The Authority on Data-Driven Engagement & Operations

Analytics that count ❱ 8 From left to right: Environics Analytics’ Chief Customer Officer Jeff Clark, President and Founder Jan Kestle and senior vice president of custom services Evan Wood.

Gary Tannyan

vol. 28 • No. 10 • October 2015

The

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Vol. 28 | No. 10 | October 2015 EDITOR Sarah O’Connor - sarah@dmn.ca PRESIDENT Steve Lloyd - steve@dmn.ca

Advertising Sales Mark Henry - mark@dmn.ca CONTRIBUTING WRITERS Cleve Lu Paul Austin-Menear Grant Munro Richard Boire Rupen Seoni John Boynton Michelle Sexsmith Steve Holder Timothy Yip Jan Kestle LLOYDMEDIA INC. HEAD OFFICE / SUBSCRIPTIONS / PRODUCTION:

Cover Story ❯❯8

Analytics that count ❯❯16

Special Report Understanding Canadians on Instagram

The Toronto Raptors score with innovative targeted marketing

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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 and 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

Instagram early adopter campaign snapshots

Industry News

Engagement & Analytics Data analytics

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A segment of one

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Analytics get intimate

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Web analytics for SMEs: Getting started

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Quo vadis in the Big Data world

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A Canadian marketing insight that was “made in China”

Canada Post Canadian Publications Mail Sales Product Agreement No. 40050803

October 2015

Gary Tannyan

DESIGN / PRODUCTION Jennifer O'Neill - jennifer@dmn.ca

Has multicultural marketing finally grown up?

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Separating right from wrong when targeting the Chinese market in Canada

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Ethnic customer insights DMN.ca ❰

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Instagram for marketers

Understanding Canadians on Instagram Best practices for successfully engaging with this full-funnel solution

Clockwise: Mercedes Benz’s account illustrates the company’s unique point of view. Samsung’s images all align with the visual identity they’ve created. Smirnoff shares consistently beautiful images through careful curation.

By Grant Munro

nstagram is capturing the most sought after audience on the planet—millennials and maturing millennials (19–34), with 31% identifying as Instagram users. Of those users, 62% earn more than $25K annually. Consumers are following brands, interests, celebrities and everything else they find inspiring ❱ DMN.ca

and they don’t mind that many of the relationships they have are not reciprocal. Instagram is a key platform for product discovery. Within Canada, 49% of Canadian Instagram users aged 19–34 rank the platform in their top 10 channels for product discovery. Additionally, 57% percent of this group say they are more likely to remember a brand on Instagram over television or other traditional media.

27% of Instagram users report they have purchased a product within six months of discovering it on Instagram (FlashStock internal data). The numbers don’t lie; brands need to have a presence on Instagram if they want to reach this core audience. Instagram and supporting ad products are now available globally. These can support objectives across the entire funnel from awareness down to purchase.

A key driver of adoption and engagement is the commitment to the user experience; putting great visual content front and centre. It’s allowed Instagram to grow and reach a global audience and this is only the beginning. To date, Instagram has been very cautious with the introduction of advertisers and ads to their community. In 2014 there were only a handful of paid campaigns with select brands as they tested out various products to October 2015

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Instagram for marketers

Content is king So Instagram is clearly becoming a key part of most marketers’ toolkits. To be successful, you need to create content that inspires. If not, you’ll suffer the consequences of having no impact, being deemed mediocre and even developing negative brand perception. October 2015

What sets great brands apart from the good ones is the point of view that they share. Having helped hundreds of brands execute campaigns on Instagram over the last few years, we’ve seen our share of great content. The most successful brands on Instagram, the ones consistently putting out great content, follow a simple three-part framework: 1. Have a unique point of view (POV) People don’t want to see the same old things—if they did they would go to your website. What sets great brands apart from the good ones is the point of view that they share. Share unique perspectives of your product that people won’t see elsewhere. Show things from the eyes of your consumer or the eyes of your employees. Your creative concepts have a direct impact on engagement. Try to incorporate your brand as part of that story rather than using generic images. The integration of brand helps drive awareness. Mercedes Benz is a great example as they zero in on showcasing unique angles and elements illustrating how their vehicles match the lifestyles of their target customers. 2. Establish visual identity Your images should feel like your images and have a look and feel that’s consistent with your brand. Calibrate your brand against mood and tone. A simple but powerful way to do this is by creating a mood board that visually illustrates the style you wish to pursue. Mood boards quickly communicate the desired look and feel for your brand. Make sure your mood boards align with your brand and communicate the same thing. One easy way to do this is to score your brand against some common attributes and then compare this to your scored mood board. Samsung images come from a wide array of sources, but each align to the visual identity they’ve created. The look and feel of their images on Instagram match the look and feel of their images on Samsung.com. 3. Create beautiful images Beautiful images are a must for visual platforms. Instagram especially loves beautiful original content

and anything less may garner a few unfollows. A quick test is to ask yourself if you would hang the image on your wall. If not, it isn’t good enough. Be ruthless in curation. Having creative resources to help with curation can be extremely helpful. Smirnoff uses beautiful imagery to show how easy it is to create delicious drinks. Each image is a work of art— something you’d hang on your wall. The future of social Studies show that 90% of the information transmitted to the brain is visual. We can process over 36,000 visual messages per hour and the human eye can process an image in a mere 13 milliseconds. We love images because they instantly evoke feelings and moods. Great images tell stories, express raw emotion and say things without explicitly saying them. That’s why content with relevant images get 94% more views than content without. We create stronger emotional connections with what we can see rather than what we read. The future of social is visual—it’s already here and is gaining popularity faster than you think. Meerkat, Periscope, Snapchat and Vine are examples of major players completely focused on putting the visual experience front and centre, fostering all communication through photos and videos. Visuals tell better stories and are the most engaging medium. These next generation social platforms will continue to eliminate text-heavy mediums for visual communication. The time to establish yourself and your brand as a visual content champion is now and the most popular social network on the planet is waiting. Grant Munro is the co-founder and CEO

of FlashStock Technology, a provider of on-demand imaging for the world’s leading brands. He has helped leading companies including AB InBev, Diageo, Estée Lauder and Xerox, among many others, change the way they develop and source creative content.

THE INSTAGRAM ADOPTION CURVE

Stage 1 Early Stage

“We need to be on Instagram!” Campaign experimentation Planning & understanding audience Inconsistent photos and stories “Matching luggage” No promotion or measurement

Stage 2

Leading “We are on Instagram and know why” Campaign integration Planning & understanding audience Unique POV & look and feel Paid trials Measurement framework Capabilities planning

Stage 3 Mastery

“Instagram is a known entity in our marketing mix” Stories, themes and characters aligned ROI measured and aligned Instigated through paid promotion, e-commerce, web, etc. Ongoing investment in capabilities DMN.ca ❰

FlashStock

understand what works. That’s about to change. As of September 30th, 2015 all advertisers globally are able to purchase ads for Instagram. It’s too early to tell what the impact will be on the overall user experience. Regardless, expectations are high with advertising revenues expected to hit $2.8 million by 2017 (eMarketer). You can definitely expect to see more brands popping up in your feed. Instagram is now a full-funnel solution. It has rolled out ad products to support objectives across the top, mid and bottom of the funnel making it an attractive platform for most industry verticals. Instagram provides the same targeting opportunities as Facebook with similar CPMs, making it not only attractive to large businesses but also smaller, more niche businesses. You can target based on demographics, location, interests and behaviors, allowing you to showcase your app, service, location or product to your target consumer. If you currently don’t have a presence on Instagram, it’s unlikely that you’ll start buying ads immediately. We’ve seen Instagram adoption follow three distinct stages: Stage one is all about testing the waters. You know you need to be there, so you create an account and manage it as best you can as you work to understand what the channel is all about. Companies in this stage tend to reuse content from other places with little consistency. Here your reach and impact are minimal as you have yet to invest any paid promotion. As you move to stage two, you are developing a clear understanding as to why you’re on Instagram. You’re starting to include it as part of your regular campaigns but are still very much in the test and learn phase. You’ve spent some money on ads and are starting to see the potential. In stage three, Instagram has become a key component of your marketing mix. You have a clear content strategy and measurement framework that measures and optimizes your paid activities for maximum reach and impact.

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Instagram for marketers

L’Oreal Paris

Instagram early adopter campaign snapshots Air Canada First airline to launch Instagram ads in Canada. ❯❯ Air Canada was part of Instagram’s first wave of advertisers in Q4 2014 and launched a second campaign in Q1 2015. ❯❯ Their image campaign, AC Hearts We Heart New Destinations, used Instagram to promote inaugural flights to new destinations (Panama, Rio de Janeiro, Mont-Tremblant). ❯❯ Results: ❯❯ 29-point lift in ad recall; ❯❯ Four-point average lift in message association, with 12-point lift in message association among 25–34 year olds. ❯❯

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A&W

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Scotiabank was looking to connect and inspire a generation of new consumers through engaging content that drove awareness of the Scotiabank SCENE program and to build association of the program with Scotiabank’s core brand. Scotiabank worked with PHD, Bensimon Byrne and the Instagram and Facebook teams to bring this ad campaign to life. Taking advantage of the #thingsorganizedneatly trend on Instagram, the creative team photographed props specific to particular famous films (e.g. Forrest Gump, The Wizard of Oz), as well as a SCENE member card, to encourage their audience to guess which film the items belonged in. Target demographic: 18–22 year olds. Results: ❯❯ Ad recall: +20 point lift; ❯❯ Brand awareness: +6 point lift.

Over the last few years, A&W, Canada’s second largest burger chain, has committed to sourcing simple, highquality food ingredients. ❯❯ A&W used Instagram image ads to share their Better Burger Experience campaign with Canadian adults. ❯❯ The creative featured beautiful closeups of A&W’s most loved menu items, including root beer served in iconic frosted mugs. The creative also documented A&W’s move to a better burger experience, including shots of meals on china plates, beautiful wood tables and stainless steel counters in their restaurants. The campaign ran at the same time as A&W’s Ingredients Guarantee commercials on TV. Results: ❯❯ 39-point lift in ad recall; ❯❯ Four-point lift in message association with quality ingredients. ❯❯

Scotiabank

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L’Oreal Paris was one of the first wave of advertisers in Canada to run an IG campaign (Q4 2014). ❯❯ L’Oréal Paris ran a winter-themed ad campaign on Instagram in Canada to raise awareness and tell their story. In bold, vividly coloured photographs the campaign helped increase both recommendations and ad recall with the cosmetic company’s target audience. ❯❯ These photo ads showcased L’Oréal Paris cosmetics on models in a snowy outdoor shoot in Whistler, Canada. ❯❯ L’Oréal Paris aimed to drive awareness of their cosmetics line, as well as increase recommendations and ad recall with their target audience: females age 18–49. Results: ❯❯ Seven-point lift in recommendations from the target market (women ages 18–49 in Canada); ❯❯ 14-point lift in ad recall. ❯❯

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Canadian Tire For two weeks in March, Canadian Tire ran a video ad campaign on Instagram to generate awareness of “Shovel it Forward” with Canadians aged 25–34. ❯❯ The campaign featured footage of Canadians’ shovelling a neighbour’s driveway out of kindness, encouraging Canadians to band together and embrace the winter season. ❯❯ Results: ❯❯ 45-point lift in ad recall; ❯❯ 18-point lift in campaign awareness; ❯❯ Six-point lift in favourability. ❯❯

Campaign details and images provided by Instagram. ❱ DMN.ca

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Engagement & Analytics

A segment of one Personalization versus segmentation By Steve Holder

arketing has long been one of the premier use cases for analytics. In fact, its evolution has in many ways mirrored that of analytics. But while the needs of marketers have pushed the evolution of analytical tools, new tools for data collection, storage and processing (like Hadoop) are driving an opportunity for a new, more relevant marketing strategy. Sometimes it’s called the segment of one. Marketers have long been using data to predict trends—trends they can use to create offers and drive supply chain efficiencies. At first, there wasn’t much more to work with than geography— what sells in our stores in southern Manitoba? What doesn’t? Government data was cross-referenced to provide broad demographic statements about age, income and ethnicity of an area. Postal codes—introduced in their current form by Canada Post in urban Canada in 1970—allowed for finer geographic segmentation; what products and services are in demand at our outlet in N0B 2N0? It also allowed more efficient delivery of more targeted offers. Finer segmentation, yes, but still based on store or service outlet data. With the dawn of customer loyalty programs and their widespread usage not only did consumer wallets get thicker but card issuers got data. They could now gather purchase data and demographic information about individual customers who regularly used a product or service. The upside was that now marketers had new data to deliver insights and drive products and services with. Loyalty programs opened the door to the creation of ever-finer segmentation. The downside was with this explosion of data traditional approaches and tools lagged or simply stopped working. Trends toward personalization Three broad trends in IT are now October 2015

offering marketing possibilities to take advantage of— to move away from broad-based segmentation and toward targeted personalization. Treat me like me, not people who look like me. First among these trends is the proliferation of data collection and storage technology. While the term ‘big data’ may be waning, the concept is still a big deal. The devices that collect that data have become so varied it’s virtually impossible to keep track—point of sale systems, sensors, proximity technologies, smart phones, kiosks, global positioning data … the list goes on. Taken collectively, this data capture architecture falls under the umbrella of what technologists refer to as the Internet of Things— devices that autonomously collect data for processing and analysis.

ultimately customers. For me, Hadoop enables step one, being able to store data. Step two is being able to unlock the data in order to make analytics approachable and scalable. Approachable analytics allows any fairly sophisticated user to get at data, not just programmers. Users want technology autonomy: remove the barriers that business people face when trying to gain and extract insight. The role of the data scientist in an analytics context is fairly new. The training regimen usually requires post-graduate work and the candidates for jobs are rare and expensive. Often these skills cause a bottleneck and analytics lack scale. For enterprises to compete and perform in this data-rich environment, analytics must scale. By giving teams the ability

Treat me like me, not people who look like me. Second is the proliferation of channels of unstructured data. Social media is the one that often comes to mind. These data points—tweets, Facebook postings, Yelp comments, etc.—don’t fit comfortably in the traditional data structures of a database. It’s nuanced, often casually spelled and contains valuable information regarding the sentiment, location and history of individual clients and potential clients. When you open this up beyond social media to other unstructured information, like customer survey, customer interaction data or even product usage commentary the insights that can be culled are huge. And third, the technological capacity to do two things: process all of this new data, including unstructured data, and process it quickly and at scale. Technology like Hadoop is at the top of every IT professional’s mind, and this benefits marketers and

to automatically do analytics using machine learning and approachable tools, then any business role, independent of programming skills, can focus on business tasks, while data scientists can take a more complex, strategic focus. This is where analytics become analytics in action and organizations can allow any user to solve business problems with data. A segment of one Given the volume of data, the proliferation of channels to collect it and the tools that allow business users to derive insight from that data regardless of their programming skills, there is an unprecedented marketing opportunity. It’s a shift from segmentation to personalization. High-level segmentation has served marketing well for as long as there has been marketing and increasingly well as technologies and environments have allowed more and more focused

segmentation. But rather than deliver an offer based on a demographic bucket—postal code, age, occupation, etc.—we should be providing an offer that appeals to the individual customer. Rather than put potential customers into 40- or 50-odd demographic buckets, we should be creating 33 million buckets—an offer for each Canadian consumer that directly reflects each one’s needs, desires and buying propensity. How can we create this segment of one? There’s a top-down approach that narrows in on the right offer at the right time for the right consumer: ❯❯ Determine overall strategic focus through rigorous data science processes; ❯❯ Cost effectively store and process data; ❯❯ Hone focus based on experience and expertise; and ❯❯ Leverage technology that’s both approachable and that scales. The technology is available to create the segment of one, or at least a lot closer than the “Dear Resident” communication we get still today. For each strategic marketer, there are questions that lead to a segment-ofone process: What data defines my customer? How can I collect that data? What technology can I use to deliver that customer the offer that he or she will respond to when the opportunity arises? It’s not a small undertaking. And while the technology is an enabler, the strategy must be first and foremost. Knowing how to know your customer using technology is the first step to providing the offer that one single customer wants, when he or she wants it. Steve Holder is the national lead analytics for

SAS Canada. Steve tweets at @holdersmTO and can be emailed at Steve.Holder@SAS. com. To learn more visit: http://www.sas.com/ en_us/software/customer-intelligence.html

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Engagement & Analytics

Gary Tannyan

Jan Kestle (centre), Environics Analytics’ president and founder, with recent additions to the team Jeff Clark (left), new chief customer officer, and Evan Wood (right), new senior vice president of custom services.

Analytics that count By Jan Kestle

t’s almost five years since the landmark McKinsey white paper Big Data: The next frontier for innovation, competition and productivity. Since then, Big Data has been through inflated expectations and disillusionment ❱ DMN.ca

has now reached the plateau of productivity, as Gartner describes the stages of the Hype Cycle. The debate about what Big Data is—terabytes of data, unstructured data, social data only—is over. Businesses now understand and are embracing a foundation for evidence-driven decision making. And the focus has moved from data to a combination

of data and analytics. Brands want to connect with customers and customers expect brands to know them and connect with the right offer: a message that resonates, via the right media at the right time, all the time. Smart marketers know that data and analytics can be turned into insight that drives strategy and ultimately leads to results—profit,

engagement, retention and customer delight. The use of data and analytics is so ubiquitous that the term Big Data is disappearing. Data is everywhere and used for everything, and it literally goes without saying that it’s big! There are, however, many issues marketers and brands have to face to make the best use of their data. Often cited as the most challenging October 2015

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Engagement & Analytics is harnessing the data to begin with. Getting a single view of the customer has always been difficult, but with more data available and more analysts wanting to use data, it has become the number one priority. Why is it so challenging to get a single view of the customer? Reason #1: Data are everywhere Many businesses still contain operational silos based on product or function, which results in multiple stakeholders, multiple users and multiple data owners. In addition, legacy processes capture the customer at multiple touchpoints, and neither the culture nor the technology has caught up to the need for integration. And this situation is occurring in an era when resources are constrained and no one has the luxury of starting over from scratch. For many significant analytics projects, more than half the cost—through either outsourcing agreements or commitment of internal resources— goes to identifying, gathering, cleaning and combining disparate but rich data. This process results in a big productivity hit, particularly since these efforts are often ad hoc rather than part of a transformation in data management practices. Reason #2: Privacy compliance and security are essential When consumers give brands their personal information and/or permission to use their transactional, loyalty and social data for analysis, they have a right to expect their data to be treated in a way that protects their privacy. Canada’s PIPEDA and CASL laws mandate this protection, and Canadian marketers have demonstrated a strong commitment to privacy-compliance in their best practices. With these privacy laws being among the most stringent in the world, many of the best practices and tools that multinationals use in the U.S. are not easily adapted to Canada, which comes as a surprise to many Canadian corporations and agencies. Answering key data governance questions—what information to keep, for what purpose, how to link, when to destroy—is essential for Canadian marketers. Yet few companies have chief data officers on staff and most are still struggling to develop data governance policies that will eventually make it easier to develop productive, privacy-compliant use of customer data. October 2015

Security is another challenge to ensuring privacy, especially now that data reside in legacy transactional systems, in the cloud and in email. Corporate IT infrastructure has had to change dramatically in the last five years to manage and secure these platforms. Fortunately, marketers are at the table and can have either a say in the IT spend when it comes to handling customer data, but many changes are still needed. Cloud computing has resulted in access to many great tools and easy use of third-party data, but businesses are continuously adopting and integrating new technology.

question to be answered and that can execute the insights. So what are “analytics that count” and how do marketers ensure that they are using analytics resources effectively? Analytics that count answer key business questions that have been identified, they come from a consensus of key stakeholders, they are built with execution in mind and they are implemented and measured. They make an organization more productive by getting or retaining customers, upselling products or services, and saving costs—in other words, delivering ROI. How to get there is easier to describe than to do, but these are the key elements: ❯❯ Building enterprise-wide data and analytics governance policies and practices; ❯❯ Having a corporate roadmap for data and analytics with full C-suite cross-silo buy-in;

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Engaging stakeholders regularly on that roadmap to ensure that it addresses corporate strategic questions/goals and changes to reflect changing needs; Analyzing tactics for implementing the insights that are to be gained to ensure effective implementation across all relevant touch points; Using good data and methods to produce good results that are shared with business stakeholders in ways that are easy to understand; and Testing, measuring, and adjusting practices from the learnings.

It’s hard work, but much progress has been made in the last five years. Smart marketers have moved past the “everyone’s talking about it and no one is doing it” phase of data and analytics to “everyone is doing it.” Now let’s make it count.

Reason #3: Disparate tools and new methods are available Getting a single view of the customer goes beyond data integration. Marketers need to know everything they can about each customer (identified or anonymous) or the Jan Kestle is president and founder of smallest possible segment in order Environics Analytics. to connect and engage. This knowledge requires a deep dive into behaviour data from transactions, emails, and online, social and mobile sources. Once the monumental job of cleaning, organizing and connecting the data is done, the analysis When eight of us launched Environics Analytics back in 2003, we knew we had to begins. Using traditional develop comprehensive databases, create purpose-built software and hire a staff models, leveraging new of experts to help marketers use data and analytics to understand and engage pattern-finding artificial customers. But the many changes in the marketing landscape have brought with them intelligence, building a new set of digital challenges as well as the need for more services. custom segments, Today, many companies are facing challenges related to incorporating third-party optimizing media—the data—like our PRIZM, DemoStats and HouseholdSpend products—into target data and technology marketing campaigns for digital advertising and mobile media. Those applications make so much possible. require a match between an anonymous viewer and the third-party data, a match But the challenges are made even more difficult in the new privacy climate. To tackle the challenge of still deciding what building our data into digital marketing tools, we’ve brought Jeff Clark on board technique to use and, as Chief Customer Officer. The former vice president of audience and analytics at more importantly, Postmedia, he’ll not only lead our client services group but direct the development of where to find the skills our data products and services into the whole digital advertising space. to do the work. New At the same time, we’ve realized that many organizations lack the resources to types of data mean new develop data and analytics roadmaps to connect with their customers and markets, methodologies. And both online and off. To fill that gap we expanded our consulting services team to data scientists are still include experienced marketers who can help clients define their business questions, in short supply. In the select the methodology for a solution, analyze the results and share them throughout services world, there the organization. And with our recent acquisition of Pivotal Contact, its founder, Evan are many providers— Wood, will take on the job of Senior Vice President of Custom Services at EA. He’ll some with very niche lead a team that will make our expertise available to marketers in areas including skills, some offering data management and integration, hygiene, modelling, data strategy, storytelling and broad strategic advice. measurement. What’s essential is We’re delighted that these two forward-thinking professionals are joining our senior assembling a team that leadership team to help us meet the market’s demand for digital integration and combines internal and custom services. Together, they bring our staff count to 100—one more sign that our external skills, that can industry is growing and adapting to change in whatever form it takes. assess the analytical – Jan Kestle approaches based on the

How the changing data & analytics landscape has affected our company

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Engagement & Analytics

Analytics get intimate Leveraging digital marketing to be emotive & influence the path to purchase

By John Boynton

ngaging and influencing consumers at every stage of the customer journey with an effective marketing strategy and media mix is paramount to building long-term customer loyalty. Alongside word of mouth recommendations from family and friends and in-person/in-store interactions, the traditional media channels used to typically influence consumers during each phase of the customer journey include television, radio and print. But a societal shift has now made digital a dominant part of the media mix. Broadening traditional marketing tactics to focus on a robust and personalized digital strategy will have a major impact on positively influencing that ever important repeat purchase decision. It is imperative to recognize that technological advancements have led to digital’s increased ability to be both emotive and relevant down to each and every digital impression. Given our ability to understand each individual intimately from the wide variety of data available, delivery of the brand’s message can be both timely and contextual, enabling brands to interact both effectively and emotively with their customer base. Think about it—you have all this data on every customer. You should strive to be intimate in every interaction—which will drive relevancy and emotive scores. Mass media can only guess at mega clusters or segments and hope the emotive appeal is completely uniform for all of them, but that is not reality. Digital provides that long dreamed of ability to reach customers on a human-to-human level, with the ability to reach different consumers with different creative messages rather than having to have a single TV advert that everyone sees. It means you can subtly tailor your executions based on ❱ DMN.ca

demographics, interests, location and purchase history, reaching millions of consumers but each with something that is personally relevant and interesting. Those who have started to use customer data to inform their digital marketing have, to date, largely been using it as a rational, offer-driven and non-emotive medium. While there are a lot of brands starting to send messages to consumers based on their past browsing and purchasing history, many of these messages lack the additional personalization required to create an emotive interaction. Ask yourself, how and when are these messages being delivered? Are there additional ways to personalize the message? What are the tone and engagement levels within? Intimacy in action We’ve taken this approach at Aimia with several of our grocery clients globally, including Sainsbury’s in the UK and Coles in Australia, to optimize their digital flyers. Previously, an email was sent to customers each week telling them about the “biggest and best” promotions out of the thousands of deals in store that week. Click through and open rates were lower and cost per redemption higher and relevancy and opt outs on the wane. They had specific KPIs they wanted to drive and a specific lifecycle program to do the driving. Our clients’ aim was to move to a more targeted and personalized communication which would tell people about the specific promotions of interest to them, potentially bringing them into the store. We realized that focusing on the SKU-level transactional data would be the best data set to answer this challenge. So a customer who never buys soft drinks would not hear about the latest pop promotion in their message, but they would hear about the top six to 10 promotions most likely to get them in store. This is executed in a way that lets the

customer know we know them and their needs and what’s important to them and, just as critically, what’s not important. For the digital marketing initiatives to truly have an emotive impact, personalized and relevant conversations with each customer within their path to purchase were implemented. For example, if a customer who regularly bought their weekly groceries in store suddenly stopped, they would receive a digital message highlighting that they as an individual customer have been missed. They were asked if there was something the store could do better to serve them and provided with a mechanism for easy and direct feedback. The message would also let them know of regular items that they purchased that were currently on sale or provided them with an offer relevant to them specifically. By speaking to the individual in a relevant, timely and contextual manner, the emotive level of the message increases tenfold. In order to fully realize the emotive power of digital marketing, marketers need to: 1. Understand clearly what the objective of your digital strategy is with each specific digital impression, whether your end goal be acquisition, repeat, frequency, recency, basket size, churn, top of wallet or share of wallet. 2. Know the customer—really understand each individual customer from every relevant data point. This has to go deeper than just their name, browsing history and what they last purchased with you. Where are they in the path to purchase? What is their stage of life? How often do they shop with you versus a competitor and why? After identifying the most critical customer touch points across

You should strive to be intimate in every interaction–which will drive relevancy and emotive scores. the consumer journey, you can determine the degree to which these inflection points can be enhanced by a digital strategy. 3. Once you have a clear understanding of the individual customer, you can then look at what the next best step is. Whether offering advice, providing a product offer, content or a combination, every digital engagement should be tailored and specific to the individual. Don’t assume it’s always an offer. Always assume a humanto-human interaction versus just rational offer pushes. With the support of strong customer data insights, multimedia and video capabilities, and robust marketing technologies, digital marketing has the capacity to be more emotive than all other mediums combined. For brands, the key here is the ability to keep customers coming back. Digital marketing based on customer insights will engender loyalty and play a significant role in driving repeat purchase decisions. So ask yourself: Is your marketing team thinking this way? John Boynton is chief marketing officer at Aimia, a data-driven marketing and loyalty analytics company. He is responsible for the development of innovative products and marketing and leveraging valuable member insights to ensure a rich and relevant member experience for the Aeroplan program.

October 2015

De Ex adli ten ne de d

Call for Nominations

Direct Marketing’s Top Five Women in DM Awards Do you know a woman on the cutting edge of the direct marketing industry? Perhaps she is your mentor, or a rising star on your team. If so, we want to hear from you! Submitting a nomination is easy – simply tell us in 200 words or less why your nominee deserves to be recognized for her contributions to the industry. Winners will be selected and profiled in the December issue of Direct Marketing.

Please submit all nominations to Editor Sarah O’Connor at sarah@dmn.ca by November 9, 2015. Direct Marketing is a Lloydmedia, Inc publication. Lloydmedia also publishes Financial Operations magazine, Canadian Treasurer magazine, Canadian Equipment Finance magazine, Payments Business magazine and Contact Management magazine.

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Engagement & Analytics

Data Data collection Processing

Web analytics for SMEs: Getting started By Paul Austin-Menear

eb analytics can be a very confusing topic for small business owners. Much of the information on the web is written from a specialist’s point of view and meant for other specialists. Some content is written specifically for decision makers inside organizations with complex operations and these viewpoints don’t always fit with the needs of ownermanagers and their teams. Leveraging web analytics will almost always enable discovery of valuable insights that aid in an organization’s decision-making capabilities. But, leveraging web analytics won’t always add enough value to justify the expenditure in resources that a dedicated program requires. That’s an important distinction—if what you’re doing isn’t adding more strategic or immediately quantifiable value than it consumes, it’s not fiscally prudent to continue. The aim of this article is to give you a high-level view of web analytics, and introduce some of the key concepts to aid in making informed decisions. Demystifying web analytics Web analytics is a form of performance measurement that seeks to identify ❱ DMN.ca

patterns of behaviour to which you can assign economic value. For instance, if Visitor X finds your web property and takes Action Y, the business will likely realize Revenue of Z. That’s the heart of web analytics, though the implementation is more complex in practice. Over time, this measurement and analysis helps to improve the return on what you allocate to your digital marketing activities. Business analytics vs. web analytics vs. digital measurement These terms are commonly treated as interchangeable, but there are distinct differences between them that are important to note. Business analytics refers globally to any planned measurement of business performance that’s intended to guide making iterative improvements. Both web analytics and digital measurement can be considered business analytics. Web analytics refers specifically to the planned measurement of user behaviour on web properties in order to inform iterative improvements. Digital measurement encompasses a more holistic look at user behaviours across multiple channels and platforms. It seeks to look at the performance of digital marketing as a system over looking solely at user

behaviour on a website. Industry professionals are beginning to adopt this mindset as digital marketing becomes more nuanced and integrated with offline activities. The shift to digital measurement marks an important move toward quantifying user behaviour in new technologies, beyond traditional websites. Implementing digital measurement software in selfserve kiosks, point of sale systems and emerging human-computer interaction devices has become increasingly common. Since 2013, Google has freely offered a software development kit that can be used to deploy its analytics software on any internet connected device (the “Measurement Protocol”). Commonly used terms Attribution: Assigning the source of a conversion or sale to a specific user behaviour or marketing channel. Historical attribution data is valuable when budgeting for a new fiscal year, as it gives some insight into what advertising activities generated revenue. Conversion: A specific action taken by a user that indicates purchase intent (or an e-commerce sale). Conversions can be further classified as macroconversions (actions which

are directly linked to revenue) and microconversions (actions which aren’t directly linked to revenue, but still hold business value). Dimension: A dimension is a qualitative factor that adds detail to a metric by refining its focus. Examples of dimensions include location, type of mobile device and a user’s browser. Using the location dimension, you could specify that you want the analytics software to determine the number of sessions originating in Montreal for a given date range, for example. Filter: Filters are customizable sets of conditions that are used to include or exclude data en masse. For instance, if you wanted to look at data specific to users in your city, you could create a filter to include this location only. When using filters to manipulate data, be sure to keep backups of your unfiltered data in case you need to look back at it in the future. Medium & source: Medium and source together describe how a user entered your web property (medium is used to categorize source). For instance, an example of a medium is organic search (a search engine) with the corresponding source being yahoo.ca. Metric: A metric is any quantifiable data point that can be measured. Time on site, sessions and pageviews are all examples of metrics. October 2015

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Engagement & Analytics

Data Data Analysis Interpretation Pageview: A pageview is counted when an entire page (including all of its resources) is loaded. This is slightly different from ‘hits’, which are a count of all resources requested from the server. Loading each page requires multiple hits. Session: A session is a single visit to a web property by a single user, and typically times out after a predetermined period of inactivity (where the user doesn’t interact with the property). Sessions are also sometimes called visits or interactions. Tag: A tag is a snippet of data appended to a link that adds context to potentially ambiguous inbound traffic sources. For instance, if your business has a Twitter account that is active and an ad campaign running on Twitter, you would want to know if traffic (and conversions) from twitter. com should be attributed to the ad campaign or to your business-as-usual activities there. Adding tag links in the ad campaign would make attribution more precise in this case. Creating a digital measurement plan Many businesses don’t create a measurement plan before diving into web analytics. This contributes to data fatigue and causes teams to get derailed before they start to see value from their efforts. There’s so much data readily available that it’s easy to lose momentum and focus. Fight off data fatigue by creating a plan before you begin. A useful digital measurement plan includes at least three components: business objectives, key performance indicators and measurable behaviours (metrics). It’s October 2015

important that the person creating the digital measurement plan understand all three, or solicit help from stakeholders who can fill in the gaps. A well-prepared digital measurement plan can serve as a document to facilitate buy-in across stakeholder groups, and can even serve as a springboard for preparing a more robust sales and marketing plan. Step 1: List business objectives What’s your Big Hairy Audacious Goal (BHAG)? If you have one, write it down—this is important context for what you want to achieve. Also list any specific business objectives that you’ve identified. Step 2: Develop and/or list KPIs What are the indicators of success that relate to your business objectives? List them alongside the specific objectives to which they relate. Step 3: Identify measurable behaviours For each KPI, list measurable behaviours (metrics) that can be used to gauge your success for that KPI. This step is often the most time consuming, as it requires a fair bit of intuition and inference when historical data doesn’t exist. Step 4: Identify reporting frequency How often do decision makers need access to the insights provided by your web analytics team? Daily? Weekly? Monthly? Quarterly? This will vary depending on your business objectives. It’s important to note that ‘reporting’ in this context does not mean collecting data—that should be heavily automated to reduce

costs. Reporting refers to the human analysis of the data which generates actionable insights. Interpreting your data In order to really get value from a web analytics program, your organization needs the capacity to produce a useful interpretation of the data collected and processed by the analytics software. Having data without also having meaning amounts to wasted time and money. Always seek to identify actionable insights from your efforts. If you can’t make improvements to the business by leveraging your data, all you have is fun facts and figures. The web analytics chain looks like this at a high level:  Data collection Data processing  Data analysis Data interpretation The first two steps in the analytics chain are typically automated by software, with the last two being left up to humans (for now). In your interpretation of the data, there are three questions that you should seek to answer: What happened? What might this mean? What could and should we do about it, if anything? You can approach answering these questions with either reactive or proactive thinking. Reactive thinking is useful in evaluating the performance of content marketing or advertising campaigns (looking back). Proactive thinking is useful in identifying trends that are meaningful to your business (looking forward). Proactive thinking requires more deductive reasoning than reactive thinking, and is also less concrete.

When to hire a specialist Essentially, web analytics is no different than any other form of business analysis that looks at numbers in order to measure performance. Hiring a specialist in this discipline is akin to hiring an analyst in more traditional disciplines—payroll, inventory, logistics and the like. Making the decision to hire a specialist is simple on the surface—either when the time requirements or the knowledge requirements move beyond what your team has available. But there’s another factor in this decision: is the opportunity valuable enough to justify the cost? This question is much more difficult and it’s often worthwhile to hire an experienced consultant to help you evaluate the opportunities and costs associated with implementing a web analytics program for your business. Implementing a program doesn’t necessarily mean having this function in-house, as there are many reputable data marketing firms that offer full-service programs that can be customized to your business. Are you ready to create your own digital measurement plan? Visit menear.ca/ analytics to download a measurement plan template and tipsheet for implementing a web analytics program. Paul W. Austin-Menear is an experienced marketer and consultant who specializes in creating rich multichannel experiences that leverage marketing automation. Over the last decade, he’s worked with both entrepreneurs and the c-suite to fuel business growth in a variety of industries. Learn more about Paul at menear.ca. DMN.ca ❰

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Engagement & Analytics

Quo vadis in the Big Data world Outsourced versus insourced analytics By Richard Boire

he Latin phrase “quo vadis” means “where should I go?” or “where are you going?” This question is particularly relevant in our Big Data world as companies try to understand what direction they should undertake in fulfilling the resource requirements for their ever-growing analytics demands and, in particular, the increasing demand within the area of data science/data mining. Big Data and Big Data analytics have exponentially accelerated employment growth in the data science/data mining industry. The accompany chart demonstrates this staggering growth since 2010. In terms of jobs, according to McKinsey, by 2018 the United States alone could face a shortage of 140,000 to 190,000 people with deep analytical skills as well as 1.5 million managers and analysts with the knowhow in the use of big data analysis to make effective decisions. This growth is exhibiting an immediate impact in current data mining jobs. A quick review of available jobs in LinkedIn, monster. com or other job sites will confirm this statement. The tremendous shift in demand has resulted in significant changes in the analytics industry itself. Historically, many organizations outsourced these capabilities to vendors and suppliers with deep expertise in areas ranging from simple business intelligence to advanced data mining such as cluster segmentation systems and predictive models. The type of analysis or level of mathematics required was not necessarily new but the competitive advantage of these vendors was their ability to “work the data,” which is the real magic of data science/data mining. Once again, you will note that I refer to the term data science and data mining ❱ DMN.ca

Sub Trend: Big Data Analytics

90% of the data in the world has been created in the last two years alone

Global Big Data Market to generate a revenue of over $122 billion by 2025

Global Data Traffic to Cross 100 Zettabytes annually by 2025

2010

2015

2020

2025

2010

2015

2020

2025

Source: IBM, Cisco, Frost & Sullivan Analysis

M82C-MT

as being the same entity. Education & training are key Before Big Data, analytics was not necessarily “core” to the average company’s activities. This is no longer the case as data-driven decisions have now become the norm and organizations are looking to hire data scientists/data miners to fill this core demand. A variety of colleges and universities now offer courses, diplomas and even degrees in the area of data science and data mining. Training and education is paramount amongst all organizations that now embrace analytics. Higher levels of enrollment speak to the interest in this area which is not surprising given both job availability and high salary requirements. Yet, despite its great

potential as a boon to the economy, organizations need to understand that data science/data mining is still a relatively new discipline. This means that the teachers or educators of data mining/data science are relatively sparse. Experienced practitioners of this discipline are at a premium as one needs to look no longer than 20 years ago to find a very small subset of data science practitioners within the Canadian marketplace. Yet, most organizations still need to develop some level of core competency in analytics and will look to hire the requisite technical skills of the data scientist. Such skills would typically comprise strong programming skills complemented by strong mathematics skills. The challenge for most organizations is to complement

these technical skills with experience that allows organizations to use data most effectively when solving a given business problem. Companies will have varying levels of this experience and expertise. But the use of an external firm as an outsourced analytics vendor can provide this highly valued experience and expertise. What do I mean by this? Thought leadership of the external analytics supplier The real key advantages of external firms are both the breadth and depth of experience in both developing and applying data science solutions across a wide variety of industries. This kind of experience allows external organizations to develop different points of view or incorporate October 2015

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Engagement & Analytics new ideas and approaches than the current status quo. Organizations look to these firms for their thought leadership with the goal of trying to impart this thinking and knowledge amongst its employee base. This thought leadership arises from three broad areas: 1. Variable creation; 2. Application of appropriate mathematical techniques; and 3. Measurement and tracking. For example, experienced practitioners will have tremendous history in building and developing derived variables from raw information across a variety of industry sectors. This knowledge is transferable depending on the marketing activity. For example, our organization has an approach to the creation of variables for acquisition type solutions which has been transferable across different industries. As data scientists, we have demonstrated in many cases that our variable creation approach is superior to the products offered by many of the data vendors. In producing existing customer models such as retention, cross-sell, etc. we have a standard approach that allows organizations to derive rich meaningful variables from their source information. Besides the data component, determining what math makes sense in a given business situation is a distinct advantage of the seasoned practitioner. Can I create a solution without the need for advanced analytics? Yet, if I do need to look at more sophisticated modelling techniques to obtain a better solution, how should I evaluate these solutions over existing solutions? Even with the development of models, how do I integrate a segmentation strategy with my predictive analytics/modelling strategy? Presuming that we build a solution, how do we improve the implementation of these solutions and what components of a given solution need to be automated versus those components that need to be conducted by an actual person? Another example of the experience of the data scientist practitioner is in the area of measurement and tracking. If we build a retention model, my end objective is about saving customers but, from a data science perspective, am I doing this cost effectively? In other words, can I set up and design a measurement framework that allows the organization to determine where the model was most effective October 2015

in saving customers? If I have budget, I may want to create control groups where this group of customers are not promoted. Under that scenario, I am not only looking at whether or not I can target customers based on retention but also whether or not the promotion or campaign made a difference (e.g. net lift models). In other words, can we evaluate whether or not the model targeted incremental customers (i.e. those individuals who were actually saved as a result of the campaign)? A different measurement framework would need to be designed to evaluate the impact of net lift models. Using the external analytics supplier as bench strength Certainly, the ability to leverage the thinking and insight of the experienced practitioner is one clear advantage. But the second advantage is to rely on the external vendor as bench strength in terms of getting work done. Simply stated, the external firm is executing activities that the internal firm is capable of doing, yet does not have the bandwidth or resources to complete. The external firm can be thought of as an extra hire which is used in an “analytics on demand” type environment. The knock against this model from many organizations is the requirement of the external supplier to get up to speed with the data. Familiarity with data or the lack of it is the real barrier in organizations hiring external analytics suppliers. But how is this different from the revolving door syndrome of high staff turnover within the analytics area where new staff have to be trained over and over again? The learning curve of the analytics supplier is a far shorter one as it only requires getting up to speed with the data. But this investment in learning by the analytics supplier only makes sense if the relationship is viewed as a long-term one involving multiple projects over time rather than looking at the supplier to complete just one project. So what should organizations do? As with most things in life, it is about balance. Analytics and data science are a core discipline for most organizations today. Internal hiring to develop and maintain this core competency is a must but should be complemented with the use of an external analytics vendor. So how might this work in practice? Let’s take a look at a number of scenarios. The first scenario looks at the

need for predictive analytics and segmentation solutions where no capability has ever existed within the organization. The organization might hire a junior mid-level data scientist while hiring the external analytics solutions to act as a mentor for this person. The external analytics firm, while mentoring the in-house data scientist, could also assess the full analytics needs and requirements within the data science area. A second option under this scenario is to completely outsource the more sophisticated data science components to the external analytics supplier where this work is tightly integrated within the existing business analysis work of the organization. Another scenario is that resources are simply insufficient to meet the growing demands of analytics and data science. Staff turnover simply reinforces the notion of an endless treadmill in attempting to meet the analytics demands of the organization. Using an analyticson-demand approach allows organizations to use the expertise and experience of external analytics

suppliers, but this only makes sense if the supplier is going to be engaged in multiple projects, thereby leveraging the investment in data learning. Under this option, the timing and costs to complete future projects is much less with more focus devoted to thinking through the problem and the information required to solve the problem. The demand for analytics and data science will continue to grow and evolve overtime. Nothing remains constant except change. Adaptation to this ever changing Big Data environment is best accomplished by hiring and training data scientists who then work in conjunction with an external analytics supplier as a valued member of the overall team. Richard Boire, B.Sc. (McGill), MBA (Concordia), is the founding partner at the Boire Filler Group and a nationally recognized expert in the database and data analytical industry. He is among a very few, select top five experts in this field in Canada, with expertise and knowledge that is difficult, if not impossible, to replicate in Canada.

DMN.ca ❰

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Engagement & Analytics

The Toronto Raptors score with innovative targeted marketing By Michelle Sexsmith

hen the Toronto Raptors first partnered with popular hometown rapper Drake, naming him their Global Ambassador, it sparked a surplus of ideas from the club’s marketing team about how to integrate the rapper into the Raptors’ marketing and in-game experience. As a part of the partnership between Drake and Maple Leaf Sports & Entertainment (MLSE), owner of the Raptors, the two collaborated in 2013–14 to create a unique in-arena experience for Toronto basketball fans, converting more than 100 seats in the lower bowl of the Air Canada Centre into the Drake 416 Zone. The team released a limited number of Drake Zone tickets for each home game, inviting fans into an exclusive section highlighted by a live DJ booth and an exclusive giveaway item designed and produced by the rapper’s brand, OVO (October’s Very Own).

The rapper’s crossover appeal— attracting both music and sports fans—was undeniable. Tickets for the new Drake Zone section sold out quickly in 2014 and some enterprising fans sold their free OVO-branded t-shirt on eBay for as much as $200 the first night. “It became one of the hottest tickets in town,” says Robert Craig, manager of market analysis at MLSE. The Grammy-winning rapper’s association with the team ❱ DMN.ca

helped boost sales, but it also raised some questions: How different were Drake Zone buyers from the typical Raptors ticket buyers coming to the Air Canada Centre? And was the success of this new promotion coming at the expense of the team’s other successful ticket packages? One of those successful packages was the Raptors’ Friday Night Out promotion, an all-inclusive ticket for fans attending Friday night home games. Marketers assumed there would be significant overlap among ticket buyers for both promotions, as both appealed to young, male consumers at first glance. Where Drake Zone tickets represented a

premium price point, the Friday Night Out package featured seats mostly in the upper deck but with significant extras included in the single-ticket price: Fans receive a pre-game and half-time beer sample, a premium food item, a Raptors t-shirt and a meet-andgreet with the Raptors Dance Pak. To better understand the two groups of ticket buyers, MLSE turned to Environics Analytics (EA), the Toronto-based data analytics and marketing services company. Analysts approached the work with a hypothesis: “Given that both ticket packages were designed to appeal to young fans in Toronto, the thought was that one group might be cannibalizing sales from the

other,” says Craig, a veteran sports marketer who not coincidentally has also worked in the music publishing industry. “But we wanted to go deeper than just analyzing age and urbanity to understand these fans’ lifestyle habits and see if we were targeting the same or different fans.” Researchers conducted an analysis of all Raptors ticket holders using PRIZM, EA’s segmentation system that classifies consumers into one of 68 lifestyle types based on demographics, behaviour and values. The project revealed a concentration of fans in a number of PRIZM segments, which analysts then rolled up into four Fan Segments with names like Active Family Men, New Canadians and Young Urban Trendsetters. A deeper dive into the PRIZM segments revealed stark differences between Friday Night Out and Drake Zone crowds. The Friday Night Out buyers looked a lot like traditional Raptor ticket buyers—members of PRIZM segments like Winner’s Circle (affluent, middle-aged exurban families) and Young Digerati (younger, upscale urban trendsetters). Meanwhile, Drake Zone buyers came from PRIZM segments such as South Asian Society (younger, upper-middleclass South Asian families) and Newcomers Rising (young, aspiring city immigrants). In fact, 61% of Drake Zone buyers in 2013–14 belonged to culturally diverse customer segments. When compared to Friday Night Out fans, Drake Zone buyers were twice as likely to be classified in the Raptors’ New Canadians segment (17% versus eight per cent) and significantly less likely to fall into the Young Urban Trendsetters group (nine per cent versus 26%). “The hypothesis was that our Young Trendsetters would be the number one segment across both ticket packages, but that was not the case,” says Craig. “Raptors fans are already the most diverse fan base among teams in the October 2015

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Engagement & Analytics

GTA, but we saw even more diversity among Drake Zone buyers.” The revelation that Friday Night Out and Drake Zone buyers were significantly different groups answered one question: MLSE wasn’t cannibalizing the same audience with its dual ticket packages. But that wasn’t the only insight, as each group showed very different ticket-buying habits. Whereas many Friday Night Out buyers had purchased single tickets in the past, more than 95% of Drake Zone buyers were first-time Raptors ticket holders. “We were attracting fans who had less of a connection with the Raptors and maybe more of a connection with Drake,” says Craig. “We were getting new fans that we had never seen in the building.” Even better for MLSE, Drake Zone buyers enjoyed their experience so much that, at the end of the 2014 season, a significant number October 2015

purchased full season ticket packages for the next year—more than twice the typical conversion rate to Season Seats compared to the typical base of Raptors ticket buyers. “With new fans coming into the building through the Drake Zone, we expected to see them come back to buy tickets to one or two games the following season,” recalls Craig. “We didn’t expect to see so many new fans make the commitment to 41 home games the following season. That was such a big leap, from one game to 41, that it has made us think differently about our Season Seat campaigns.” Whereas MLSE used to target its Season Seat offers to anyone who’d bought tickets to three or more Raptors games in the previous year, marketers are now seeking out previous Drake Zone buyers. That includes targeting young, diverse prospects—a reflection of Canada’s increasing cultural diversity. According to the latest census, one in five Canadians is foreign born, with the latest wave of newcomers arriving from China, India, Pakistan and the Philippines. The trend is even more pronounced in the Greater Toronto Area, where visible minorities account for 46% of the population. When the Raptors’ 2015–16 Drake Zone ticket promotion kicks off this December, the team plans to take advantage of this increased customer pool with a new marketing approach. Knowing that the Drake Zone fan is different than other ticket buyers, MLSE’s goal is to “reach these new entrants to the building and create a long-term relationship with the Raptors brand,” says Craig.

And the PRIZM-based insights that have proved so effective in increasing Raptors ticket sales are now being applied by MLSE’s growing Business Intelligence team. The group has grown over the past six months to include data scientists, market analysts and digital product specialists—all part of MLSE’s commitment to being more data-driven, with insights from EA already playing a key role in helping MLSE to better understand its fans. Craig hopes that tapping into the data from last year’s Drake Zone campaign can be useful in targeting nontraditional basketball audiences. “With Drake appealing to fans beyond sports and tapping into music and popular culture, we have a great opportunity to convert new lifelong fans of the Raptors,” he says. “That starts with understanding our fans and thinking

beyond the typical assumptions about young, male sports fans.” Michele Sexsmith is a vice president and practice leader at Environics Analytics, overseeing the retail, real estate, media and manufacturing industries.

Fasten your seatbelts. Roll up your shirtsleeves. And prepare yourself for an information packed day.

The

Presented by:

Sponsored by:

BigWorkshop Data Using Big Data, Small Data and Predictive Analytics to Solve Marketing Problems

October 28, 2015 Twenty Toronto Street Conference Centre

E FRE es a ok v i e rec s bo gate oire’ gers dele Rich B r Mana h c Ea py of ing fo co Min Data

In a world of Big Data, fragmented marketing channels and the rise of social media, how do you ensure that your organization is driven by hard data rather than just gut feel? How do you leverage your customer information most effectively? How do you incorporate Analytics in general, and Predictive Analytics in particular, to improve your business results?

Find out more or sign up at www.dmn.ca DMN.ca ❰

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Industry News

New D3 Analytics from AccuWeather Enterprise Solutions offers weather-driven predictive business intelligence AccuWeather, the global leader in weather information and weatherdriven intelligence for enterprises, has introduced its proprietary Data Driven Decisions (D3) Analytics division for enterprises, turning hyper local weather data and forecasts with Superior Accuracy™ into customized, actionable business intelligence that drives organizational performance. D3 Analytics aggregates and analyzes over 300 different weather factors with consumer behavior and sales data, focusing on clients’ specific sales objectives and priorities to provide a scientific, predictive basis for key business decisions that impact profitability. “Enterprises in retail, health care and financial industries, to name just a few, know that weather impacts their bottom line,

but until now they may have used weather industry generalizations to make critical decisions,” said Casey McGeever, chief commercial officer for AccuWeather Enterprise Solutions. “AccuWeather has applied over 50 years of proven experience working with the most successful corporations across industries to create a powerful new suite of analytics that takes businesses from an anecdotal understanding of weather impact to real, quantifiable business intelligence that not only protects against lost opportunities, but maximizes profits.” D3 Analytics targets location and seasonal-specific impact events to develop, manage, and inform customized weather-based sales models, enabling enterprises worldwide to proactively target

inventory, marketing plans, and sales strategies based on weather changes while hedging against interruptions in supply chain and production levels. Working with over 240 Fortune 500 companies and thousands more, AccuWeather’s big data and analytics leadership and expertise ensure that enterprises have the highest-demand products and services ready for sale when and where they are most needed to maximize profitability. With new D3 Analytics, AccuWeather can precisely identify industry- and product-specific impacts that matter to each enterprise. Use cases include analytics on the ways hail affects auto insurance rates, sophisticated store-level modeling of heavy snow on sales of hot coffee by

type, time, and weather condition, as well as top survival foods for hurricanes—one of which is blueberry toaster pastries. “The power of D3 lies in the specificity of consumer purchasing behavior and in AccuWeather’s Superior Accuracy, which are both unmatched in the industry,” said McGeever. By analyzing the impact of severe weather events, such as floods, hurricanes, blizzards, tornadoes and hail as well as less commonly considered events such as the increase in “cooling days” of a hot summer in a particular region, AccuWeather allows clients to protect against losses while understanding and maximizing weather-driven opportunities to drive business results.

Connected. Informed. Effective.

It pays to be a NAMMU member. Talk to us: membership@nammu.ca 416-977-3703

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To send press announcements, please direct them to Sarah O’Connor, Editor, at sarah@dmn.ca

October 2015

ethnic marketing supplement

Inside • How Canadian Tire captured the attention of Chinese Canadians • Has multicultural marketing finally grown up? • Separating right from wrong when targeting the Chinese market in Canada • Ethnic consumer insights

Supplement of

ethnic

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marketing supplement

A Canadian marketing insight that was ‘made in China’ How Canadian Tire captured the attention of Chinese Canadians

By Timothy Yip

ou’ve probably seen the news coverage before: hazy skies, pedestrians wearing gauze face masks and reporters offering grim statistics about pollution and particle counts broadcast live from China’s major cities. China’s big cities have dirty air and it’s not just outdoor air pollution that’s the problem but indoor air pollution as well. Indoor air pollution is blamed for killing 2.2 million youth each year according to the China Centre for Disease Control and Prevention. What you may have missed, though, is how Canadian Tire and Maple Diversity Communications leveraged this fact into a compelling insight to sell car air filters to Chinese people here in Canada. Before we get to that, let’s take a quick look at the ethnic profile of Canada’s consumer landscape and why marketing to ethnic people at all here in Canada suddenly makes enormous sense. How many ethnic Canadians are out there? Statistics Canada estimates that there are now 6.8 million ethnic consumers living in Canada. Of the 6.8 million, about 6.3 million are what Statistics Canada calls “visible minorities.” Visible minority basically means “not Caucasian” and is a term that Canada has been officially criticized for using by the United Nations. But that’s another story. If “ethnic” were a province in Canada it would be the third largest province in the country, population wise. Our ethnic population is growing rapidly. Over the past 10 years alone 2.6 million people have immigrated to Canada. To put that into perspective, that’s about the same number of people that live in Vancouver, Halifax and Regina combined. It’s explosive growth anyway you look at it. Ethnic consumers spend a lot when they get to Canada Immigrants to Canada don’t usually arrive here with local mobile phones, bank accounts, automobiles, snow boots and so on. They purchase these things once they get here. Canada’s South Asian community alone is estimated to have spending power of $51 billion. That’s equivalent to the GDP of Nova Scotia plus $12 billion left over to buy every Nova Scotian alive 6,000 bottles of Keith’s IPA beer. South Asian and Chinese people in Canada also tend to live in larger than average, multi-generational households. More people means more spending. According to the 2011 National Household Survey, Chinese households in Canada ❱ DMN.ca

spend 40% per week more than the Canadian average. And then there are cultural attitudes towards spending on luxury items. Ethnic consumers like nice things and if they can afford it, they aren’t afraid to spend to get them. Case-in-point: the Porsche dealer in Vancouver offers service in English, Mandarin and Cantonese. The Mercedes dealer in Mississauga serves customers in English, Mandarin, Cantonese, Hindi, Punjabi and French. What’s the rationale for marketing to ethnic people separately? It’s not really much different than the rationale for having a separate marketing plan for Quebec. Quebec is a relatively large consumer market with its own customs, language and insights. The rationale for having a separate multicultural marketing plan is the same. Granted, if you decide to focus on more than one ethnic group you’ll be dealing with an extra language or two. The bottom line is the same though and the opportunities to build volume are meaningful. Ethnic consumers reward companies who speak to them directly Imagine for a moment that you had recently immigrated to Canada. The number of unfamiliar products, services and choices that you’re presented with here would be mind boggling. The average grocery store alone has 42,000+ different products on its shelves. All the while you’re also being exposed to hundreds of ads every day, most of which you’re engaging with in a language that isn’t your mother tongue. It’s understandable how the difference between “fast acting pain relief” and “long lasting pain relief that acts fast” may start to fall on deaf ears for newcomers to Canada. It’s a lot to take in. Now imagine that you were exposed to advertising in your own language that addressed your particular needs and concerns. Ethnic consumers reward Canadian companies who speak to them directly. Summary Canada now has a huge ethnic population that makes up a large and growing part of our consumer economy. Canada’s ethnic consumers reward with their wallets companies who address their needs directly. Not only do they become loyal customers, but also brand advocates in their communities. In tightly knit communities word of mouth can be even more valuable than paid media. Now on to our case.

October 2015

ethnic

marketing supplement

Source: Environics Analytics PRIZM

// 21

Case study: How Canadian Tire leveraged insights to sell Fram Fresh Breeze cabin filters to Chinese Canadians Demographics: There are 1.5 million people in Canada of Chinese origin. China, in fact, is the second largest source country for immigrants to Canada (after the Philippines). Most Chinese immigrants to Canada come from mainland China’s big cities. The PRC has supplied the biggest number of Canadian immigrants since 2000, averaging well over 30,000 immigrants per year, totalling an average of 15% of all immigrants to Canada. Consumer insight: Chinese immigrants come to Canada looking for a better life. Cleaner air is one benefit of living in Canada that matters to them. Worsening urban air quality in China is one of the leading reasons for immigration to Canada. Product: Fram Fresh Breeze Cabin Air Filter: Cleans and freshens air entering your vehicle’s ventilation system. Objective: Develop a tactical, ethnic engagement program targeting Asian communities to create awareness and drive sales through ethnic community media. Research: A marketing panel consisting of Chinese market experts and auto workshop owners in Markham and Scarborough were consulted. Product insight/primary message: Did you know that the air quality inside your car is up to six times dirtier compared to the outside air? Media: Chinese print and radio in the Greater Toronto Area, the Greater Vancouver Area and Montreal. Results: Higher redemption of the campaign coupon within in-language Chinese publications compared to larger mainstream magazines. Without giving too much away, Canadian Tire sold a ton of Fram Fresh Breeze cabin filters. Conclusion Canada’s ethnic population represents over 20% of the market. It can’t be ignored by any company interested in growing its business in this country. That’s especially true for 2016 which, by all accounts, looks to be a year of belttightening in marketing departments. CMOs will be putting the pressure on to achieve more with fewer resources. We think that tapping into our ethnic markets in Canada is low hanging fruit for companies in this country.

Source: Environics Analytics PRIZM October 2015

Timothy Yip is VP, client services at Maple Diversity Communications (www.maplediversity.ca), Canada’s fastest growing ethnic advertising agency. We spend 100% of our time focusing on the 20% of the Canadian market who are foreign born. DMN.ca ❰

ethnic

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marketing supplement

Has multicultural marketing finally grown up? By Rupen Seoni

t a recent conference I used the well-worn “teenage sex” analogy when describing the state of multicultural marketing in Canada when I joined Environics Analytics in 2004—everyone talks about it but nobody really knows how to do it. But what’s happened to multicultural marketers since then? Are we still adolescents trapped in middle-aged bodies: looking all grown up, but without the wisdom that comes with maturity? Or have we evolved and become more sophisticated, our grey hairs evidence of years of hard-won knowledge? Not surprisingly, the answer is a bit of both. That was then A decade ago, multicultural marketing was more often known for its slip-ups than its successes. Remember the political party that sent everyone who it thought was Jewish a Hanukkah greeting? How about, “We’re just going to translate our direct marketing piece into ‘Chinese’ and drop it in Markham”? Then there was the “blind eye” approach. For example, I remember a client—a large, national, quasi-public organization—showing me their own segmentation of Canadians. Every segment was depicted by photos of lily-white, affluent-looking people with evocative segment names like “Sue” or “François.” Visible minorities were nowhere to be found. But there were also the early bright lights. I particularly remember a Hindi-language Ikea commercial that I thought was brilliant. In reality, most Hindi speakers in Canada already speak English well so translation is usually unnecessary. But this ad had a clever play on words in Hindi using Ikea’s name that conveyed the message that Ikea was trying be relevant to this community specifically. And the foundations for the ad were ultimately based on solid insights: at the time, South Asians were the fastest growing minority community in Canada, with a large household size and a disproportionate number of first-time, suburban homeowners. In short, the perfect market for Ikea. Another good example of multicultural marketing was an auto manufacturer that regularly tracked its impact among minority communities by analyzing the first and last names of its customers. This simple but effective analysis helped them understand whether they were improving their share of sales in these communities

in response to stepped-up marketing efforts. Unfortunately, they stopped this practice. And you can probably guess what happened: the manufacturer has since struggled in the markets where these communities exist in large numbers. This is now So how have things evolved? Well, certainly more organizations are “doing it” rather than just talking about it. Corporate purse strings have been loosened somewhat and multicultural programs can now attract some real dollars. These programs tend to be focussed in CPG, banking and the telcos. But it seems that we have stratification: On the one hand are those organizations that have evolved multicultural marketing into sophisticated strategies that target the right segments of diverse communities and then test and measure the results. On the other: those that pursue simplistic approaches like translating generic marketing, as if one message fits all cultures. And then there are those marketers who are contemplating the future: one client told me that, with their limited resources, they can’t afford to target all the various cultural segments. They have come to the belief that their young adult target is “post-diversity”: they live in close contact with others from various cultural backgrounds and they move back and forth across cultures quite regularly. This perspective regards diversity as the new normal and deems irrelevant the old methods of selectively targeting cultural communities for different treatment. Where will we end up? I take the view that this country will continue to be profoundly affected by immigration. Our data show that we are almost at the point where our entire population growth is driven by immigration. Without immigration, we would be in decline. With newcomers arriving, multicultural marketing will always be necessary because of the need to reach a distinct group in relevant ways specific to their culture and stage of settlement in Canada. But of course all the diversity we’ve welcomed in recent years will eventually change the characteristics of the mainstream population. So our national portrait will grow more complex over time, not less. The winners will figure out how to make their voices heard by the right people in this complicated landscape in a targeted, cost-efficient manner.

Our national portrait will grow more complex over time, not less.

❱ DMN.ca

Rupen Seoni is a vice president and practice leader, overseeing the packaged goods, automotive, public sector, not-for-profit, government and health sectors at Environics Analytics. October 2015

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ethnic

// 24

marketing supplement

Separating right from wrong when targeting the Chinese market in Canada By Cleve Lu

ith the demographic and population shifts, globalization and advances in technology and communication, the mainstream market has become more diversified, segmented and scattered. As the thought of “individualism” is getting popular everywhere we hear more “I, my, me, mine, myself” words in our daily conversation. No matter if you are the client, the agency or a small business owner, the word “diversity” has likely become a more frequent topic discussed among your clients, colleagues and friends. “Diversity” refers to a wide range of dimensions such as ethnicity, age, gender, culture, sexual orientation, abilities, religion, etc. Today, let us focus on the “ethnic” segment. Let us try to explain the differences among “multi-cultural,” “cross-cultural” and “diversity” marketing before we discuss the Chinese market in Canada further. Multi-cultural marketing is mostly used by the public service to promote their messages to ethnic audiences, by adapting the original English advertising (e.g. TV, radio, print) into ethnic languages and delivering it through ethnic language mediums. Cross-cultural marketing is more often chosen by the private sector to focus on a few selected target ethnic markets. They either trans-create their mainstream materials or newly create the ethnic edition and deliver it through an ethnic language medium. Diversity marketing is a newer way to market to both the older immigrant with more familiarity with Canadian culture as well as second generation members of the ethnic market. The content is newly created or custom-made for the group, but the execution can be in either English or ethnic languages and delivered through English or ethnic channels, too.

Please find out exactly who they are and what they want rather than creating some unrealistic and impractical images or figures for them. ❱ DMN.ca

In the past 25 years, most marketers have done one or few of the following marketing communications activities in the Chinese market: 1. Adapted the mainstream English materials (television commercial, printed advertisement and collateral mostly) into the ethnic languages and delivered them through ethnic mediums. 2. Adapted mainstream market promotions (e.g. new product, seasonal sale or inventory sale) for one or a few select ethnic markets. 3. Within different ethnic communities, many organizations or associations have organized a series of events during the year because of festivals, religious, alumni, community, training or charity reasons. Sponsorship and advertising opportunities were available. 4. During these periods, database marketing was used by some marketers. Because of the difficulty in getting a good and clean list and/or low response rate, most have decided not to continue after a few years of attempts. Other methods like telemarketing, couponing or newspaper inserts were sometimes used by a few clients from the long-distance phone, credit card and packaged goods categories. Now, let us look at a few common questions to explore your thoughts or practices about your Chinese marketing. : About budgeting, it is all right to set up the media budget first, then a separate portion for creative and production?

Q A

: I disagree. No matter if you are doing the conventional or direct marketing way, you should set a single budget (combination of the two) and offer the freedom for your mainstream or selected ethnic ad agency to plan, recommend and execute the project. In this case, it is easier for you to measure or evaluate the effectiveness of the ad agency and ROI (return on investment) of your campaign.

Q A

: If my original mainstream creative concept (and copy) is working, can I just translate the advertising materials into Chinese and place it through the Chinese media?

: I disagree. The original mainstream creative concept and design is prepared for the mainstream customer. All the major marketing components are different. Unless it was seriously researched and evaluated, we don’t see how it will work for the mainstream market. These components include values and norms, lifestyles, education, Canadian experience, business and career. Please find out exactly who they are and what they want rather than creating some unrealistic and impractical images or figures for them.

October 2015

ethnic Q A

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marketing supplement

: The Chinese market is basically divided by immigrants from mainland China and Hong Kong, right? Reaching them by “Mandarin plus simplified character” or “Cantonese plus traditional character” should be good enough? : I disagree. The Chinese market is segmented by their country of origin (please refer to the accompanying table) but the demographic and psychographic data of each targeted customer category (like housewife, student, entrepreneur, professional) is different. Direct marketers should do some fieldwork and get to know them in a more precise and concrete way. Then you choose who you should target and how to deliver your messages.

Segment/Culture

Mainland China

Hong Kong

Taiwan

Verbal

Mandarin

Cantonese

Mandarin

Written

Simplified Chinese

Traditional Chinese

Lifestyle

East

Mixed

East

Note: In China, Mandarin is called Putonghua. “2nd Generation” includes all who are born in Canada (second generation, third, and so on).

Q A

: If I have a good advertising agency or media planning house, my mainstream campaign should be able to work for Chinese customers?

: I disagree. Even for the Chinese market, as a direct marketer you still need to go through or set up the normal internal marketing process/channel to back up and to ensure it will work, such as marketing strategy and plan, packaging, distribution, customer services and merchandising, especially at the forefront. We always recommend our clients either take diversity marketing seriously or not to do it at all. If you’re not ready you will waste your time, efforts and money and it will get you nowhere. On the other side, we do come across many successful Chinese campaigns in the market, just to mention a few which were executed by us in the past: 1. A mainstream supermarket chain ran a Chinese New Year promotion for three brands within few weeks across Canada. They had received a high double digit percentage sales increase by using the original creative through the Chinese television and newspaper medium. 2. A mutual fund company ran an advertisement in a few Chinese newspapers to promote the new product with a simple original concept and their response rate was four times higher than expected. 3. A tobacco company created an original concept special event to launch a new packaging of cigarette and achieved low-double digit and mid-double digit sales growth over a 10-week period in the first and second year, respectively.

4. A leading mobile phone network company used a newly created marketing strategy and Chinese out-of-home media to successfully promote an expensive new phone to the young adult. Over the past 12 months, we have noticed the following multicultural marketing and advertising activities targeting the Chinese market in Canada: 1. Two mainstream retailers were aggressively promoting their line of cosmetic products through printed advertisements and newspaper inserts on a regular basis. 2. One of the major banks has produced a few infomercials that are now on their website and promoted through a few major social media channels. 3. At least three mobile/home phone network companies were promoting by television commercial and printed advertisement to the Chinese market. 2nd Generation 4. A few automotive companies (European, Japanese and American) were promoting their new models or English seasonal sale by television commercial and printed advertisement on a regular basis. English 5. A leading luxury fashion brand retailer has arranged an exclusive V.I.P. event for their selected customers. The event will most likely focus on the topic of West clothing and make-up and be lead by experts. 6. More and more Canadian universities, colleges and private high schools are aggressively promoting their brands locally and globally to the Chinese students and their parents. In the end, as a marketing consultant, I would like to offer some simple advice for you as reference. 1. Do your market visits or fieldwork on a regular basis. Your personal experience and direct contact with the customers will always to be a valuable asset to you. 2. Even in a small capacity, try to do your marketing strategy and plan, creative concept, media plan and project review seriously. Don’t totally rely on your mainstream ad agency, media house or selected ethnic ad agency to handle it; they are just part of the game. 3. As a direct marketer, you can try to apply your thoughts and practices in each project. The direct marketing approach, in my opinion, is quite appropriate for ethnic marketing. In conclusion, we can dare to say that getting your fair share of the Chinese market in Canada all depends on your know-how and practices. Remember to research, review and evaluate whether what you are doing the right or wrong things. Cleve Lu is strategist and creative director of Era Integrated, an east/west marketing consultancy which was transformed from a 23-year-old successful ethnic ad agency in Canada called Era Integrated Marketing Communications. He is a Certified Management Consultant and his name was featured at the Canadian Who’s Who (University of Toronto Press) and Who’s Who in Marketing (Marketing Magazine). Cleve can be reached at cleve.lu@eraintegratedinc.com.

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clients have access to insights from the research process, an in-depth look into the ethnic consumerâ€™s behaviour, trends and most importantly, implementable marketing strategies through data analysis and interpretation.

nowing your ethnic audience is always the first step to effective marketing communications. Once you understand your audience and what matters to them, you can then cater your creative and messaging more effectively. Similarly, the better you understand your ethnic audience, the more effective youâ€™ll be to producing measurable marketing results. To help you, Maple Diversity offers a full range of quantitative and qualitative research services including advanced research and analytic capabilities. Our team of research specialists ensure our

K advertising in Canada. www.maplediversity.ca

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