FREEDOM WITHIN A FRAMEWORK HOW CAMPBELL SOUP COMPANY DEMOCRATIZED MARKETING DATA TO SUPPORT AGILE DECISION MAKING
INTRODUCTIONS MARCI RAIBLE VP of Global Media and Marketing Services Campbell Soup Company JENNIFER ZESZUT Founder, Chief Customer Officer Beckon @jenniferland
BECKON IS THE SOURCE OF TRUTH FOR MARKETING™ The leading marketing data management, performance reporting and analytics platform used for effective decision-making by global brands.
PRINCIPLES OF AGILE SOFTWARE DEVELOPMENT TEST • Be nimble DEVELOP • Gather data SPRINT #1 DEVELOP TEST DISCOVER • Use data to course correct SPRINT #2 DESIGN TEST • Test + learn DEVELOP DESIGN • DISCOVER Run experiments SPRINT #3 • Close collaboration DISCOVER • Go fast; let data be your guide DESIGN • Iterate, iterate, iterate DISCOVER • Put data + customer feedback at the center
PRINCIPLES OF AGILE MARKETING TEST • Be nimble DEVELOP • Gather data SPRINT #1 DEVELOP TEST DISCOVER • Use data to course correct SPRINT #2 DESIGN TEST • Test + learn DEVELOP DESIGN • DISCOVER Run experiments SPRINT #3 • Close collaboration DISCOVER • Go fast; let data be your guide DESIGN • Iterate, iterate, iterate DISCOVER • Put data + customer feedback at the center
ANYONE DISAGREE?
PRINCIPLES OF AGILE MARKETING TEST • Be nimble slow DEVELOP • Ignore Gather data SPRINT #1 DEVELOP TEST DISCOVER • Don’t Use data to course correct SPRINT #2 DESIGN TEST • Test + learn Just do stuff DEVELOP DESIGN • DISCOVER Don’t Run experiments SPRINT #3 • Close collaboration Stay in silos DISCOVER • Go slow fast; let gut data be your guide DESIGN • Iterate, iterate, iterate Well, we’ll try again next year DISCOVER • Ignore Put data + customer feedback at the center
PRINCIPLES OF AGILE MARKETING TEST • Be nimble DEVELOP • Gather data SPRINT #1 DEVELOP TEST DISCOVER • Use data to course correct SPRINT #2 DESIGN TEST • Test + learn DEVELOP DESIGN • DISCOVER Run experiments SPRINT #3 • Close collaboration DISCOVER • Go fast; let data be your guide DESIGN • Iterate, iterate, iterate DISCOVER • Put data + customer feedback at the center
ANNUAL OPTIMIZATION LETS YOU DO A LITTLE MORE WITH YOUR MARKETING SPEND EACH YEAR $ IN 1,000’s • Annual “mix” models to help $10,000 PUT $1 PUT TO O WOR ORK 110 reallocate spend 12% SI 12% SIMPLE INTEREST ST 90 NETS YOU $3 $34,000 NE • Annual year-in-review or 70 “hind-sighting” decks 50 • Post campaign wrap-up 30 reports 10 YEAR 2 4 1 3
ANNUAL OPTIMIZATION LETS YOU DO A LITTLE MORE WITH YOUR MARKETING SPEND EACH YEAR $ IN 1,000’s $1 $10,000 PUT PUT TO O WOR ORK 110 12% COMPOUNDING IN 12% INTERE REST 90 NETS YOU $1 $108,920 NE 70 50 12% SIMPLE INTEREST NETS YOU 30 $34,000 10 YEAR 2 4 1 3
THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND 12.7% LIFT IN ROI on average across 11 brands committed to agile marketing and measurement* *FORRESTER STUDY ON THE TOTAL ECONOMIC IMPACTS OF USING BECKON
THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND 1% HIGHER PROFITS when you boost marketing analytics “units”/usage by 3 points** **QUANTIFYING THE IMPACT OF MARKETING ANALYTICS BY HBR (MCKINSEY RESEARCH)
THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND Within 20 years, the dynamic reallocator will be WORTH TWICE AS MUCH as its less agile counterpart*** ***“HOW NIMBLE RESOURCE ALLOCATION CAN DOUBLE YOUR COMPANY'S VALUE,” MCKINSEY.COM
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EASIER SAID THAN DONE
REACTIONS WILL BE MIXED “We are going to be more agile, accountable and data-driven!” TYPICAL BECKON CUSTOMER I’M LISTENING… HOORAY!!!! OH @*#!
REACTIONS WILL BE MIXED “We are going to be more agile, accountable and data-driven!” TYPICAL BECKON CUSTOMER I’M LISTENING… HOORAY!!!! OH @*#! CPG HOORAY!!!!
REACTIONS WILL BE MIXED “We are going to be more agile, accountable and data-driven!” TYPICAL BECKON CUSTOMER I’M LISTENING… HOORAY!!!! OH @*#! CPG I’M LISTENING… HOORAY!!!!
REACTIONS WILL BE MIXED “We are going to be more agile, accountable and data-driven!” TYPICAL BECKON CUSTOMER I’M LISTENING… HOORAY!!!! OH @*#! CPG I’M LISTENING… HOORAY!!!! OH @*#!
CAMPBELL SOUP COMPANY • 148 years old • Portfolio of iconic, beloved brands • 30+ brands across the globe • Strong decentralized operating model • Heavily reliant on partners for analysis & reporting • CPG approach to data collection & linking
CAMPBELL’S VISION “You CAN teach an old dog new tricks!” • Become a data-driven marketing organization • Build organizational muscle for faster, data-informed optimizations • Use available data to enable doing more with less • Be more accountable to the business – ongoing
IT’S ON PAR WITH SETTING OUT TO CLIMB MT. EVEREST
IT’S ON PAR WITH SETTING OUT TO CLIMB MT. EVEREST
ATTEMPT #1: GO DO IT! CLIMB EVEREST! A totally decentralized model • Meet each brand team where they are • Ask them what they want and deliver what they ask for • Treat every brand as unique • Unique naming • Unique dashboards • Unique analyses and KPIs
ATTEMPT #1: GO DO IT! CLIMB EVEREST! A totally decentralized model Lessons learned: • You don’t know what you don’t know • Couldn’t benchmark or learn across groups • Unable to roll up to higher level category/divisional views • Customization does not drive change
ATTEMPT #2: OK, WE’LL DO IT FOR YOU A totally centralized model • Take away the complexity and allow the focus to be on data- informed decision-making • Create a centralized analytics team to develop and deliver standard naming, KPIs and dashboards for use by all brands • View-only access to data • One-size-fits-all solution
ATTEMPT #2: OK, WE’LL DO IT FOR YOU A totally centralized model Lessons learned: • Not sustainable • Doesn’t align with the decentralized operating model (i.e. no one is happy) • No sense of ownership, just another form of “outsourcing”
ATTEMPT #2: OK, WE’LL DO IT FOR YOU A totally centralized model Lessons learned: • Not sustainable • Doesn’t align with the decentralized operating model (i.e. no one is happy) • No sense of ownership, just another form of “outsourcing” • Br Brand t teams d did h have a a p perspective, o once t they c could r react t to s something … …
WHERE WE LANDED: FREEDOM WITHIN A FRAMEWORK • Centralize some things that are key for global consistency and cross-brand learning • Decentralize the rest • Starter “playbooks” that are consistent but that can be customized • Education and training of end-users to build comfort in their analytical skills; move everyone forward, deliberately • Recruit senior leadership champions to change culture from inside out • Phased approach
FREEDOM WITHIN A FRAMEWORK AT CAMPBELL FRAMEWORK FREEDOM Insist on consistency Allow flexibility Benchmarking, trending over time, learnings Unique to the business, independent, closer across teams, easy roll-up and aggregation alignment to ‘go-to-market’ plans for top-down views
FREEDOM WITHIN A FRAMEWORK AT CAMPBELL FRAMEWORK FREEDOM Insist on consistency Allow flexibility Benchmarking, trending over time, learnings Unique to the business, independent, closer across teams, easy roll-up and aggregation alignment to ‘go-to-market’ plans for top-down views What to centralize: • The mandate for measurement • A single source of truth data platform • Global dimensions and KPIs • Playbooks • Media agency tagging conventions • Analytics frameworks and dashboard templates
FREEDOM WITHIN A FRAMEWORK AT CAMPBELL FRAMEWORK FREEDOM Insist on consistency Allow flexibility Benchmarking, trending over time, learnings Unique to the business, independent, closer across teams, easy roll-up and aggregation alignment to ‘go-to-market’ plans for top-down views What to centralize: What to decentralize: • • The mandate for measurement Access to analytics platforms • • A single source of truth data platform Additional analyses • • Global dimensions and KPIs Reporting • • Playbooks Decision-making based on analysis • • Media agency tagging conventions Optimization • • Analytics frameworks and dashboard templates NON-global dimensions (e.g. campaigns)
RACI GRID 1 ST ATTEMPT 2 ND ATTEMPT FREEDOM WITHIN A FRAMEWORK R The brand team Central analytics team The brand team responsible A The brand team Central analytics team The brand team accountable C The brand team The brand team Central analytics team consulted I The brand team Central analytics team The brand team informed
CHANGE MANAGEMENT 1. ORGANIZATION DESIGN / 2. COMMUNICATION EFFECTIVENESS CHANGE 3. LEADERSHIP 6. CHANGE ENGAGEMENT & BEHAVIOR JOURNEY MEASUREMENT CHANGE 5. CHANGE & BUSINESS 4. EDUCATION READINESS
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