LoopMe’s Carlos Cruz and IRI’s Joe Conte review a case study for Pepsi’s Mt Dew using IRI’s real-time deterministic sales data and LoopMe’s in-flight optimization. Highlighting the precision of IRI’s retailer loyalty card data from 117M households (HH), Joe provided background on and execution of the campaign that increased dollars per HH sales lift by 40%. Aligning the right ads at the right time by leveraging IRI’s actual purchase data, Carlos outlined the attributes that drove brand lift and Pepsi’s sales goals to attract new buyers.
There have been dramatic changes in loyalty due to the pandemic, requiring a re-examination of the measures of loyalty, churn, and the value of new vs. loyal buyers. NCSolutions analyzed why it is important to compare loyalty measures longitudinally to gauge a brand’s health, as well as to understand which advertising and promotional strategies have been successful and to determine whether to focus on driving penetration or brand loyalty.
In the early stages of the COVID-19 pandemic, PepsiCo embarked on a 21-month research project to find out how the quarantining affected people’s lives. The goal: adapt its brand messaging to the experiences of its core consumers, from both a human and consumption perspective, and then develop new creative. “We know that our primary consumers are really out there,” Kevin Moeller of PepsiCo said, citing data on Pepsi’s core base. “They enjoy letting loose, they don’t like to hold back. They’re people that sing karaoke and cheer at sports events. So how did quarantining impact them?”
Creative is the dominant ROI driver across all media platforms according to Nielsen Catalina Solutions: creative 49%, media 36%, and brand 15%. However, creative is challenging to measure. The speakers provided an ABCD insights framework for building effective ads on YouTube based on the key creative elements that drive sales as proven by Google’s partner, Nielsen.
Attention: Hook viewers and sustain attention with an immersive story.
Branding: Brand early, often, and richly.
Connection: Help consumers think or feel something.
Direction: Ask consumers to take action. Call-to-action has a disproportionate impact.
Julianne Hudson of VMYL&R uncovered the results of two rounds of interviews examining the rocket ship of growth that took place in online grocery shopping beginning at the advent of COVID-19. The trend continues presently. The interviews took place eleven months apart, one in 2022 with around 2,000 respondents with a follow-up in January this year with approximately the same number, a sample totaling 4,200. Each respondent had shopped for groceries online in at least some capacity. The study helped show what online grocery shopping expectations are and what does and does not translate from the in-store to the online shopping experience.
In this session, speakers Bennett M. Kaufman, Kyle Holtzman and Michelle Smiley of Google explored a two-pronged approach to cross-media measurement and planning that considered the full-funnel impact across traditional TV and streaming video (YouTube), to make sense of all the “disparate forms of data and measurement.” The approach considered a geo-based experiment and audience incrementality to demonstrate and solve the following challenges: to retain current loyal customers, to age down the brand and to appeal to new consumers (Generation Z). The speakers presented a study done by Google in partnership with Burger King to test a new experimentation strategy to understand and measure the relationship between Linear TV and YouTube. The speakers touted the benefits of this method as repeatable and customizable across a variety of media channels, in addition to being timely, omni-channel and privacy safe.
Kyle Holtzman – Business Lead Restaurant Vertical, Google
Bennett M. Kaufman – Cross-Media Measurement Lead, Google/YouTube
Michelle Smiley – Analytical Lead Restaurant Vertical, Google
In this session, speakers Bennett M. Kaufman, Kyle Holtzman and Michelle Smiley of Google explored a two-pronged approach to cross-media measurement and planning that considered the full-funnel impact across traditional TV and streaming video (YouTube), to make sense of all the "disparate forms of data and measurement." The approach considered a geo-based experiment and audience incrementality to demonstrate and solve the following challenges: to retain current loyal customers, to age down the brand and to appeal to new consumers (Generation Z). The speakers presented a study done by Google in partnership with Burger King to test a new experimentation strategy to understand and measure the relationship between Linear TV and YouTube. The speakers touted the benefits of this method as repeatable and customizable across a variety of media channels, in addition to being timely, omni-channel and privacy safe.
Key Takeaways
The geo-based experiment addressed the understanding of changing behavior in the physical stores for Burger King, through increased sales related to media spend. This technique gave the ability to measure the uplift between control and treatment to understand media impact. The geo-experiment focused on three KPIs: store sales, store transactions and deal take rate (promotion featured in the ad).
Results from the geo-experiment indicated:
Store sales generated by linear TV were flat but store sales increased in views from YouTube.
Store transactions generated by linear TV decreased while YouTube views increased store transactions.
In terms of the deal take rate (deal shown in the ad) the take rate was higher generated by linear TV, though it still generated positive returns from YouTube.
Audience incrementality testing was conducted by Comscore (3rd party incrementality validation). Through this process, they wanted to understand if they were reaching a new target audience and if their message was reaching anyone that may not have heard their message on linear TV alone.
Audience incrementality testing resulted in the following:
Accounting for the target audience of adults 18-49 was critical in the short and long term.
YouTube reached 78 million adults ages 18-49. In addition, 34 million of the viewers were YouTube-only, unique viewers.
There were 43,365,489 cross-platform unique viewers.
20,680,526 were unique linear TV-only viewers with 64 million total linear TV viewers.
At ARF SHOPPER 2023, which took place in Chicago and virtually on March 9, the industry’s leading marketers and retailers came together to explore the latest research-based consumer insights, and how they are using this data to understand today’s shoppers, build innovative experiences and brand loyalty. Attendees learned about consumer behavioral shifts, how retail media networks are gaining traction in digital marketing strategies, and the latest shopping trends.
While market share leadership is a strategic imperative for many leading companies, surprisingly little is known about market leaders. To rectify this, researchers in this MSI working paper looked into four key issues: (1) the frequency of market leaders maintaining their leadership over periods ranging from 5 to 89 years; (2) whether leading brands that lose their leadership are able to regain it or if loss of leadership tends to be permanent; (3) whether market leadership persistence varies as a function of economic conditions (i.e., GDP growth rate, inflation, unemployment); and (4) whether market leadership persistence varies by category type.
