Prediciendo el éxito futuro de las marcas III seminario de la TV Paga – Venezuela - 23 de octubre de 2007.

Presentación del tema: "Prediciendo el éxito futuro de las marcas III seminario de la TV Paga – Venezuela - 23 de octubre de 2007."— Transcripción de la presentación:

1 Prediciendo el éxito futuro de las marcas III seminario de la TV Paga – Venezuela - 23 de octubre de 2007

2 Bienvenidos al III Seminario Anual de la Televisión de Paga

3 Objetivo Compartir cifras actualizadas de Televisión de Paga Discutir nuevos conceptos de mercadeo

4 El medio tradicional ERA la fuente primaria de información y entretenimiento

5 Los consumidores tienen muchas alternativas

6 Los consumidores son más cínicos

7 6 clicks, 2 segundos de distancia…

8 Los consumidores son más inteligentes

9 Ahora es muy complicado lograr diferenciación

10 Hoy todos los productos se pueden duplicar

11 No hay diferencia en los precios No hay diferencia en la distribución de los productos

12 ¿Cómo se logra la diferenciación?

13 Con el mensaje publicitario y los medios

14 Pero los medios han recibido menos importancia como herramienta para la diferenciación de las marcas

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

16 “¡Necesito estar en Venevisión y Televén porque mi competidor está ahí!” Históricamente … “¡Necesito alcance!” “¡quiero unos bajos CPM!”

17 ¿Por qué insistimos en regresar a los hábitos y costumbres de siempre?

18 Los medios masivos están perdiendo relevancia Los medios selectivos la están ganando

19 Los venezolanos han adoptado los nuevos medios Fuente: AGB Nielsen Venezuela. Univese estimates 2004 - 2007. Penetración de TV de Paga en Hogares. 18.4% 35.7% Penetración

20 El share de TV Abierta ha ido bajando El share de TV abierta ha bajado de 90% a 79% Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, target total personas. No incluye otros ni VCR. 78.8%

21 El share de TV Paga, esta aumentando Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, target total personas. No incluye otros ni VCR. 10% 22% 17%

22 El share de TV Paga, esta aumentando Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Personas ABC. No incluye otros ni VCR. 15.9% 33.0% 43.9%

23 El share de TV Paga, esta aumentando 22.3% 44.2% 52.8% Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Niños 4-11 ABC. No incluye otros ni VCR.

24 El share de TV Paga, esta aumentando 13.9% 41.4% 56.1% Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Teens 12-17 ABC. No incluye otros ni VCR.

25 El share de TV Paga, esta aumentando Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2006 -Julio 2007, total día, lunes a domingo, Target Personas 18+ ABC. No incluye otros ni VCR. 15.4% 30.4% 40.7%

26 RCTV logra su audiencia sin afectar a los demás canales de TV Paga Fuente: ABG Nielsen Venezuela, Arianna, share mensual Enero 2007 -Julio 2007, total día, lunes a domingo, target total personas. No incluye canales regionales, canales regionales de cable, otros ni VCR.

27 Los planes de Medios para 2008 tienen que considerar esta cifra

28 La inversión mínima en el 2008 en TV Paga debe ser 22%

29 ¡No hacerlo es obviar el ritmo del mercado!

30 Sabemos que si están respondiendo La inversión publicitaria en el medio crece a un ritmo superior del 40% Pero todavía la inversión no corresponde a la importancia del medio

31 Enviar un mensaje a todo el mundo ya no resulta eficaz Cada vez es más importante alcanzar al target enfocado

32 Hay que utilizar medios que segmenten Que permitan generar un vínculo emocional con las marcas

33 Frans Kok, Market Response

34 Ratings ≠ Efectividad = Apreciación

35 Pam Batalis Engagement: Prediciendo el futuro éxito de las marcas

36 Predicting the Future Success of Your Brand Presenter: Pam Batalis, Partner & Vice President - Brand Keys, Inc.

37 37 Traditional Wisdom: “Wise men learn from their mistakes; really wise men learn from OTHER people’s mistakes.” Brand Keys Wisdom: “Learn how to avoid mistakes in the first place.” Branding Strategy

38 38 The Consumer Challenge Life is busier than it used to be. Need to do more and more, with less and less. Much less “free time” to relax with friends and family. More brands competing in every product/service category. More communication “touch points” or ways for brands to reach you. Result: We’ve created “The Super-human Consumer!”

39 39 The Marketplace Reality Smarter Customers Smarter Brand Marketers (you!) Better products and services MORE products and services; MORE competition Better distribution More advertising vehicles and media choices Simple Question: Why is it harder to differentiate your brand and grow market share?

40 40 The Marketplace Reality Hint: It’s the one you can’t control…. Smarter Customers Smarter Brand Marketers (you!) Better products and services MORE products and services; competition Better distribution More advertising vehicles and media choices

41 41 By understanding the difference between what your customers “say” they want….and what they’ll really buy. Difference between ‘opinion’ and ‘behavior.’ For example, have you launched a new product that did not sell, despite all of the research? That’s PROOF that consumers do not always “do” what they ‘say’ they will do. Consumers = Human Beings What we “say’ and how we “behave” can be very different!! Predict The Future Success of Your Brand??

42 42 The Four P’s: PRODUCT PRICE PLACE PROMOTION Today’s smart consumer sees little difference between products, prices, distribution, and marketing strategies….what can you do? The OLD Brand Marketing Strategy

43 43 Strategy: A smarter consumer requires smarter research! The Three C’s: Customer Engagement Customer Expectations Customer Loyalty The NEW Brand Marketing Strategy

44 44 The Three C’s: Customer Engagement: Does your marketing reinforce the brand’s perception and ‘engage’ the consumer? Does the consumer perceive your brand as meeting or exceeding their expectations? Customer Expectations: Do you know what your customer really wants from the brand? Customer Loyalty: A brand that consistently meets or exceeds consumer expectations will be purchased again and again; “future purchase” = loyalty/positive sales!! The NEW Brand Marketing Strategy

45 45 Absolut Vodka: A global brand Global “Awareness” Global “Satisfaction” But…..Market share dropped from 58% to 36.5% recently. What happened??? Consumer “expectations” for the Vodka Category changed. 100 NEW vodkas were launched in the United States! Customer Loyalty Research Revealed: “Smoothness and mouth-feel” are what consumer really want! Example of OLD vs. NEW Strategy

46 46 Customer Loyalty Engagement Research Brand Equity  Customer Loyalty = Profitability Brand Equity is the audience’s ‘total perception’ of how well the brand meets or exceeds their needs/expectations in category; engagement. Capture both the emotional + rational elements that “engage” consumers with a category/brand. Brand Equity drives Customer Loyalty, defined as ‘actual future purchase’ (behavior) toward the brand, not “stated intent.” For a consumer to bond with a brand and remain loyal (future purchase), the brand must consistently meet/exceed their expectations of the category. At this point, Customer Loyalty drives Profitability.

47 47 Customer Loyalty Engagement Research “Emotional Factors” Proprietary Psychological Assessment Questionnaire “Rational Factors” Importance Ratings on Category Attributes, Benefits & Values Customer Loyalty/Brand Equity Measures Customer Loyalty/Brand Equity Measures +

48 48 Customer Loyalty Engagement Research Customer loyalty research metrics can be used for: Brand Marketing/Positioning: What do consumers ‘really’ want from the product/category? Choose Media: Which media/marketing strategies will ‘really’ engage the consumer to buy my product? Choose Specific Channels: Which specific channels and events will ‘really’ engage the consumer to buy? The Benefit: Customer loyalty research metrics are based upon “behavior,” so they are proven to correlate highly with sales.

49 49 Case Examples (2) Brand Marketing/Positioning: What do consumers ‘really’ want from the product/category?

50 50 In the mid 1990s, Brand Keys did a quarterly brand equity tracking study for Chrysler vans. As is often the case, the numbers were relatively stable from quarter to quarter. But one quarter, our predictive metrics revealed that the “Accessibility” customer Loyalty Driver had significantly increased its impact on the consumer. This movement reveals a true marketplace shift in needs and expectations of consumers. Result: We had a smart client who understood and trusted this predictive data. Chrysler quickly determined that adding a fourth van door would resonate with this changing customer value. (Up to this point, all vans had two front doors and one side door.) The 4-door van was an unqualified success. It took the competition two to three years to catch up. Case Study: Chrysler Vans Differentiate and Grow Market Share by Anticipating Consumer Expectations

51 51 Case Study: Starbucks Competition Differentiates by Anticipating Consumer Expectations Loyalty Drivers – Order of Importance HighestLowest Customer Expectation Levels # = Core Brand Equity (equal to or greater than the score of the category Ideal). * = Significantly lower than Dunkin’ Donuts at the 95% level of confidence.

52 52 Case Example Choose Media: Which media/marketing strategies will ‘really’ engage the consumer to buy my product?

53 53 Case Study: BMW (Luxury Sports Car) Objective: To measure the “engagement” or impact on BMW’s brand equity of 26 different media “touch points.” Process: We used a media analysis firm to assess 26 touch-points based upon day-part media usage. We then use our B2ME “Engagement” measures for each touch- point to provide the brand-specific, percent-of-contribution to future consumer behavior data. Result: When combined, this data demonstrates (accurately predicts) which touch-points will truly be most influential on future consumer purchase behavior toward the brand being advertised.

54 54 Case Study: BMW % of Contribution for 26 Media Touch-Points Word of Mouth12% PayTV/Cable10% ISP/Search Engine9.9% At Retail9.9% Radio7.5% Article About Product5.7% In-Store Promotion5.5% Newspapers4.9% Newspaper Insert4.8% Direct Mail4.5% TV Broadcast4.5% Magazines3.5% Internet Advertising3.0% Outdoor Billboard2% Picture Phone2% Instant Messenger2% Email Advertising1.7% Yellow Pages1.6% Satellite Radio1.5% Text Message1% MP3 Player0.5% Web Radio0.5% Video Games0.5% PDA0.5% Cell Phone0.5% TIVO0% © BIGresearch 2006

55 55 Case Example Choose Specific Channels: Which specific channels and events will ‘really’ engage the consumer to buy?

56 56 Case Study: Pay TV/Cable Advertising Brand: “Target” - Major Discount Retail (in USA) Objective: To measure the “loyalty engagement” or impact on Target’s Brand equity of different Pay TV/Cable Channel choices. Process: We used our Customer Loyalty Engagement approach to measure how each each cable network impacted brand equity. –Phase I: Engagement Levels of Pay TV/Cable Networks. Brand Keys Metrics. –Phase II: Engagement Measures Correlated to Brand’s Advertising. Standard “Captive Audience Test.” –Phase III: Engagement Measures Correlated to Consumer In-Market Purchase Behavior. Customer 3-Week Shopping Diary. Result: Actual “engagement” is a validated measure of how well your advertising will impact brand equity, and thus, drive consumer behavior.

57 57 Case Study: Pay TV/Cable Advertising Brand: “Target” - Major Discount Retail (in USA) Results of Captive Audience Test Category- Aided Ad Awareness Brand Imagery (1-7) Top 2-Box Purchase Intent Pay TV/Cable Network A65%6.540% Pay TV/Cable Network B58%5.4535% Pay TV/Cable Network C42%5.836% Correlations0.9420.770.86

58 58 Case Study: Pay TV/Cable Advertising Brand: “Target” - Major Discount Retail (in USA) Respondents were asked to keep a shopping diary regarding the frequency and size of purchases at discount retailers, for a 3-week period of time. Overall results for discount retailers were as follows: Results of In-Market Behavior AudienceTarget Loyalty Score Average # of Visits Average $ Per Visit Spent Total Average $ Spent Pay TV/Cable Network A1173.9$28.13$109.71 Pay TV/Cable Network B1063.7$20.27$75.00 Pay TV/Cable Network C1002.8$21.91$61.35 Correlations0.8670.8500.996

59 59 Predict the Future Success of Your Brand? Use Customer Loyalty Research Metrics to achieve:  Brand Equity (Engage/Expectations)  Customer Loyalty (Behavior) Results: Anticipate the shifting, changing needs and expectations of today’s super-human consumer!! Differentiate your product based upon what will ‘really’ drive their behavior…and grow market share = Profits!!

60 Thank you for your consideration. For Further Information Please Contact: Pamela (Pam) J. Batalis Partner and Vice President, Business Development – Brand Keys, Inc. New York, NY U.S.A. V: 212-532-6028 x15 E: pamb@brandkeys.com Visit our website: www.brandkeys.com

61 Recordemos que el panorama de medios es diferente… Los consumidores son DifEreNtes… Por lo que se necesitan estrategias diferentes… Lo más contraproducente es mantener el status quo Venezuela debe seguir los nuevos ritmos del mercado

62 GRACIAS www.lamac.org