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The Future of Measurement: four key trends
The evolution of measurement holds enormous and powerful potential for marketers, if the industry can overcome the state of decision paralysis – in an extensive new report, WARC identifies four areas to focus on with practical steps to help.
WARC’s Future of Measurement report is based on exclusive proprietary data as well as external research and reporting.
WARC members can read the full report here.
If you’re yet to subscribe, you can read a sample of the report here.
Why the future of measurement matters
Third-party cookies will finally be eliminated from online advertising this year, but only a tiny fraction of marketers are conducting holistic measurement, with a majority not using any modelling, explains Paul Stringer, WARC’s managing editor of research and insights, in an introduction to the report.
Four big ideas
The report explores four key trends across different chapters:
- AI and the growth of synthetic data
AI is set to transform market research, but the quality of output is only as good as the reliability of the data put in. Marketers will have to grow accustomed to deploying hybrid approaches. - The third-party cookie countdown
Though 75% of marketers understand their dependency on cookies, many remain unprepared for their end; interoperability of replacement systems is a big concern. - Hurdles in holistic measurement
MMM is a hugely exciting new step in measurement, but it requires some know-how to put into practice. - Closing the sustainability gap
Sustainability requires a more nuanced definition of growth, while new regulations will put pressure on brands to measure the emissions resulting from their activities.
Key quote
“With measurement continuing to evolve in several directions at once, marketers find themselves battling multiple headwinds: not only the demise of third-party cookies, but new regulations in sustainability reporting, and, of course, the growing influence and impact of AI” – Paul Stringer, Managing Editor, Research & Insights, WARC.
Affordability bites for McDonald’s, new value propositions offer an answer
McDonald’s must be on the side of the consumer and “laser-focused on affordability”, according to CEO Chris Kempczinski.
Context
- He told an earnings call that consumers around the world faced elevated prices across their everyday spending and were being careful – which in turn was putting pressure on the QSR industry.
- “In Q1, industry traffic was flat to declining in the US, Australia, Canada, Germany, Japan, and the UK. And across almost all major markets industry traffic is slowing,” he reported.
What it means
- “We know our customers are looking for reliable everyday value now more than ever,” Kempczinski said.
- “Staying on the side of the consumer and executing against our plan is our model for driving long-term growth regardless of the broader landscape,” he added. “As consumer pressures have mounted we have reacted with agility to proactively meet evolving customer needs.”
- That has included the launch of everyday value menus across many international markets. “Featuring value bundles at various price points, these new offerings provide smaller, more affordable meals to our customers,” he explained.
- McDonald’s will also look to get existing customers to visit more often, leveraging its digital capabilities and loyalty data.
Getting the message across
- “We always have to be finding ways to be driving consumer interest around great marketing plans,” said Kempczinski. “And if we’re doing great marketing, you can grow the business just with your core menu.”
- “When we shift marketing investment from traditional mass media like television, print and billboard ads, to collective investment in modern and digital capabilities to personalise the experience, we drive profitability,” he added.
- In the US, he sees a need to move away from local value messaging to develop “a strong national value proposition that we can then use our media scale to drive high consumer awareness on it”.
Key quote
“We must be laser-focused on affordability, which means good entry-level price points available every day. In the markets where we’re doing this well, the business is outperforming” – Chris Kempczinski, CEO at McDonald’s.
Sourced from Seeking Alpha
Coca-Cola looks to innovation and digital marketing
The Coca-Cola Company says it is innovating and delivering bigger, bolder bets, and backing them with digital marketing.
Four types of innovation
- The renovation of core brands, eg Fanta recipe refinements to improve taste.
- Re-engaging with consumers in a novel way to drive relevance of the core brands, eg Coke Creations.
- Product innovations, eg Minute Maid Zero Sugar, Jack Daniels and Coke.
- Non-product-based innovation: eg new bottle/can sizes.
What does success look like
- “We do not set ourselves an artificial strategy objective of ‘it has to be x percent [of sales] from innovation’,” CEO James Quincey told an earnings call. “As it happens, about 25% of the growth comes from innovation, but it is not set that way.”
- “As it relates to product innovation, we have a very clear set of metrics on whether it’s still growing in the fifth quarter after its launch,” he added.
Key quote
“We’re building on our innovations by driving awareness and excitement through an increasingly digital marketing media mix” – James Quincey, CEO at The Coca-Cola Company.
Sourced from Seeking Alpha
Mondelēz seeks to drive purchase frequency
Snack foods giant Mondelēz reports that shoppers in many markets are increasingly price sensitive and, in North America especially, purchase frequency is down in certain categories.
Squeezed consumers
- CEO Dirk Van De Put told an earnings call that “penetration is still pretty good, but people are much more conscious about price points”.
- “The [purchase] frequency is coming down,” he reported, “particularly with the lower income consumers, and particularly the brands that are important for them.”
- Sensitivity to absolute price points is leading many consumers to choose smaller pack sizes in biscuits and chocolates.
- Additionally, in North America, Mondelēz is seeing increased promotional intensity combined with a significant shift in sales to non-tracked channels, including club stores, dollar stores, and emerging e-commerce platforms.
What Mondelēz is doing
- The business is increasing advertising & commercial spending year-over-year in the high single-digits, “which is driving consumer and customer loyalty”.
- It is increasing total distribution points which it anticipates will help maintain or increase volumes and market share.
- It is launching additional multi-packs, but also reducing the size of some multi-packs from six to five or from 12 to 10 in order to hit particular price points.
- “For those lower income consumers who are buying very carefully and evaluating very carefully when and what and at which price they buy, we will need to become more agile in the promo mechanisms that we will play out,” said Van De Put.
Key quote
“What we need to do going forward,” said Van De Put, “is largely [about] trying to figure out in which way can we get the frequency, particularly from the lower income consumers that we would like to see.”
Sourced from Seeking Alpha
Super Bowl spots often lack memorability
Many Super Bowl ads struggle to achieve top-of-mind memorability with consumers just weeks after the big game, according to research by Spikes, the innovation consultancy.
Why Super Bowl spots matter
Big-budget ads that run during major events and occasions are a useful way of attracting eyeballs and generating short-term buzz. Better understanding the half-life of these commercial spots can help marketers determine if they truly represent value for money.
- Spikes polled 2,000 consumers in the US around two weeks after the NFL season-closer, where ad inventory costs millions of dollars, and got them to name an ad they recently watched...
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Radio is a cost-efficient way of boosting performance campaigns
Radio advertising boosts daily web sessions by 9%, according to new research from Radiocentre into its performance marketing capabilities.
A study from the industry organisation, Radio: The Performance Multiplier, also finds that, on average, radio generates additional web sessions twice as cost efficiently as other demand generation media combined.
Takeaways
- Only 8% of a radio spot’s full potential effect is delivered in the first 20 minutes following transmission – meaning that 92% of radio’s effect is excluded by typical short-term time-window attribution approaches.
- Reallocating budget from other media into radio can turbocharge typical pure-play online performance channels, including organic search, paid search and paid social, at no extra cost.
- The best-performing campaigns are characterised by higher weekly reach and consistent use of distinctive audio brand assets.
Why it matters
Two things. Firstly, current measurement techniques appear to underestimate radio’s influence on performance outcomes – and that could be holding back investment in the medium.
Secondly, reallocating budget to radio may help brands break through the ‘performance plateau’ – the point at which the success of a traditional mix of search, social, and online display begins to level off and long-term growth is stifled.
About the research
Radiocentre and research agency Colourtext used regression modelling techniques to analyse the effect of 1.6 billion multimedia impacts on 30 million web sessions, sourced from a range of in-market campaigns, with the aim of deciphering radio’s true effects within the performance marketing mix.
Sourced from Radiocentre
How Australians plan to tune in to the 2024 Summer Olympics
WARC’s latest Spotlight Australia infographic shows that the majority of Australians plan to follow the Olympics this year, with approximately half the country planning to watch either live events (46%) or highlights (53%) on TV, making it the most popular channel for engagement.
Only one in five says they have no plans to watch the sporting event at all.
Why live sporting events matter
Marketers increasingly prize sport for its ability to drive mass reach. Last year’s FIFA Women’s World Cup broke Australian TV viewership records during the Matildas’ semifinal match with England, drawing 11.5 million viewers...
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Beyond brand vs performance
Thinking in terms of brand-building or performance-driven channels ignores how advertising really works, say the authors of a major new report into the business effects of advertising spend; instead, there are three critical dimensions that marketers need to start considering.
Why new dimensions of effectiveness matter
Brand and performance have been useful groupings for channels’ respective effects, but at a time when driving value is becoming as, if not more, important than driving volume, the authors believe that much more nuance is needed when planning and modelling the full effect of advertising spend, given the long tail of effects (pictured)....
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How Athletic Brewing tapped the power of marketing mix models
Athletic Brewing, the non-alcoholic craft beer manufacturer, has tapped into marketing mix models to help find the right balance of growth and profitability.
Why a marketing mix model matters
Rigorously examining budget allocation can help brands better understand how to boost return on investment (ROI) and reduce non-essential spending. Marketing mix models are one way of achieving this objective at a granular level.
- As a seven-year-old company in what has become a fast-growing category, Athletic Brewing faced the challenge of driving growth in a profitable way.
- It partnered with Keen Decision System, an omnichannel marketing mix model provider that also...
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Connected TV and retail media central to this year’s US upfront
The US upfront is expected to be a seller’s market this year because of an improved economy, tighter inventory due to the Olympics and presidential election, and no writer’s strike, according to data from Advertiser Perceptions.
Channels including connected TV and retail media are also expected to be a greater part of the mix.
Why the US upfront sales matters
The annual upfront TV ad sales season in the US is a key indicator of the health of the media and marketing ecosystem, taking into account the popularity of programming, the size of ad budgets, the state of the overall economy, and how new media channels fit into the overall picture.
Takeaways
- Advertising Perception’s (AP) March survey of 156 US advertisers who influence upfront video budgets showed that 34% plan to increase their upfront allocation this year, and anticipate allocating a median of 45% of their upfront video budgets to CTV, up from 40% a year ago. AP believes CTV spending will outpace national linear by 2026.
- Access to media brand data (including retail data) has emerged as the number one reason advertisers say they plan to purchase TV inventory during the upfront, with brands expressing interest in products built on streamers’ first-party viewing data, retailer sales data or ACR (Automatic Content Recognition) data from Smart TV and streaming device providers.
- As currency solutions besides Nielsen receive accreditation from the Joint Industry Committee (JIC), only 41% of advertisers say they plan to transact solely on traditional currencies; 59% plan to use alternative currencies either alongside Nielsen demos or exclusively.
Key quote
“For buyers, CTV will be a more central part of upfront conversations than in years past. And with the Olympics and presidential election this year, advertisers may need to be more aggressive with their plans than in prior years if they want to lock in with specific inventory at guaranteed rates” – Eric Haggstrom, director of market intelligence, AP.
Time for FMCG brands to stand up in the plastics debate
Some of the world’s biggest FMCG manufacturers have been making encouraging noises about how they are addressing the problem of plastic pollution but more radical change is needed than keeping screw tops attached to drinks bottles.
Context
- The UN is aiming to conclude a global plastics treaty by the end of this year which would manage plastics over their lifecycle.
- The Intergovernmental Negotiating Committee on Plastic Pollution has this week advanced discussion from ideas to treaty language, including limiting the total amount of plastic produced.
- Nearly 400 million tonnes of new plastic is produced every year, according to UNEP estimates, and that total could double by 2040; plastic also accounts for 5% of global emissions currently but that could rise too.
- The UN estimates that less than 10% of plastic generated globally gets recycled. And recent research from The 5 Gyres Institute concludes that for every percentage increase in plastic produced, there is an equivalent increase in plastic pollution in the environment.
Takeaways
- The Institute also found that 56 FCMG multinationals were responsible for at least half of the world’s plastic litter (the half of the 1.87 million items collected over a five-year period across 84 countries that had discernible branding); Coca-Cola alone was responsible for 11%.
- Most of the rubbish collected was single-use packaging for food, beverage, and tobacco products.
- In a recent earnings call, Unilever claimed to have reduced virgin plastic use by 18% over the past year, while increasing use of recycled plastic by 23%.
- Tradeable plastic credits, which would allow companies to balance the plastic waste they collect against the waste they produce, are seen as an answer by some companies.
Why plastic pollution matters
Virgin plastic is being produced faster than old plastic is being recycled and the world is awash – literally – with the results. FMCG brands and their single-use plastics are a major contributor to the problem and will play a crucial role in solving it. But as Unilever CEO Hein Schumacher noted, brands can’t do it alone: “You need the cooperation of retailers [on refill and reuse], you need the cooperation of governments in terms of law change.”
Sourced from Guardian, Financial Times, Globe & Mail, Seeking Alpha, AP
UK consumers concerned about political advertising
Data from UK advertising thinktank Credos shows 44% of people are concerned about political advertising, with people significantly less likely to trust political advertising (29%) than all/commercial advertising (39%).
Key stats
- Almost three-quarters of people (73%) believe that political advertising should be subject to the same rules and regulations as other forms of advertising (12% disagree and 14% don’t know).
- Two in five people (39%) believe there is too little/no regulation, while a third (33%) think it’s about right, 10% think there is too much, and 18% don’t know.
- Young people are most likely to trust political advertising (48% of 18-34s compared to just 13% of over 55s), but also had the highest levels of concern (49% of 18-34s compared to 44% of all people, 46% of 35-54s and 38% of 55+).
Why political advertising matters
With local elections in the UK this week and a general election expected within months, political advertising is a topical issue. In this climate, parties dispute the veracity of each other’s material and the editing of video destined for social media often presents a misleading picture of the other side’s intentions.
And the problem extends well beyond the UK. In Europe, regulators may be about to open a probe into Facebook and Instagram over concerns that Meta’s brands are not doing enough to counter disinformation coming from Russia and other countries that could undermine upcoming European Parliament elections.
What next?
- Media Smart, the advertising and media industry’s education programme, has partnered with the Advertising Association, the UK advertising industry trade body, to publish What’s the deal with political advertising?.
- The new 10-point guide aims to help people, especially young people preparing to vote for the first time, improve their political literacy and understand the ads they see.
- An awareness campaign will be delivered via AA and Media Smart channels online to help promote the guide, as well as through five ad executions in 300 universities and colleges through a partnership with Next-Gen Media.
Sourced from Media Smart, Financial Times, Huffington Post
Brand admin costs UK consumers £3bn a year
Almost half of Brits (49%) consider brand admin (‘brandmin’) – tasks to manage their accounts or interactions with brands – to be a significant chore, but choosing to save time by ignoring it costs money.
That’s according to research from custom engagement platform Twilio which identified the most irritating experiences consumers have to endure and which have led to around half having lost their patience or becoming emotional.
‘Brandmin’ time drains
- Being put on hold (43%)
- Being passed around departments or incorrectly transferred (43%)
- Lengthy resolution processes (27%)
- Multi-factor authentication (25%)
- Complicated returns processes (22%)
- Being forced into interactions on channels they don’t want to use (18%) or having to reach out at inconvenient times (19%)
Time is money
- UK consumers spend 45 minutes a week on average on such ‘brandmin’ tasks, amounting to over 1.5 days a year.
- Almost half (47%) have given up on such tasks entirely, citing the time taken or the frustrations endured.
- Brits lost an average of £95 each in the last year at their expense – or £3bn collectively.
Why brandmin matters
Negative brand experiences inevitably have an effect on loyalty and word of mouth, as consumers complain to family and friends and choose to take their business elsewhere.
So what’s the answer?
- While it’s no surprise that brands will reach for AI to help create more streamlined customer engagement, it seems that consumers are also banking on new tech to solve the problems created by old tech.
- Over the next 12 months, customers are hoping AI can shorten waiting times (34%), provide 24/7 customer service availability (34%), put them through to the correct department the first time (28%), automatically verify their identity (22%), streamline or automate changes or cancellations to contracts (18%), or streamline resolutions to complaints and product faults (17%).
Key quote
“Brands need to rise to the occasion and remove the ‘time drain’ tasks that seem to go hand-in-hand with being a customer. Helping customers reach resolutions is the answer – it’s as simple as that” – Sam Richardson, Customer Engagement Consultant at Twilio.
Sourced from Twilio
Marketers need more AI training
Most people in the digital marketing industry are already using or experimenting with GenAI, but there’s a need for more training, according to new research from IAB Europe.
The industry body partnered with Microsoft Advertising for a survey* that leveraged IAB Europe’s network of national IABs and corporate members.
Key findings
Generative AI (GenAI) is set to revolutionise digital advertising by automating tasks, personalising content, and enabling data-driven decisions.
- Nine in ten (91%) respondents are already using or experimenting with GenAI.
- Four in ten (41%) have a specific budget assigned to experiments with and using GenAI.
- Half are fostering AI talent within the team (e.g. upskilling current teams and hiring new talent).
- Additionally, almost one-third said that their company is providing dedicated days and time for team members to learn about AI.
Beyond operational streamlining, professionals are increasingly leveraging generative AI for content creation and creative endeavours.
- More than two-thirds of respondents said they were using GenAI within their business to develop content.
- Half were using it to develop creative.
The study also highlights a clear demand for enhanced education within the industry:
- Nine in ten (89%) respondents called for more training initiatives.
- Additionally, it emphasises the importance of transparency and trust, as stakeholders navigate the integration of AI technologies into their workflows.
Why GenAI training matters
Marie-Clare Puffett, insights & industry development director of IAB Europe observes that while embracing GenAI is essential for staying ahead of the curve, it’s also necessary to address educational gaps and to foster transparency if stakeholders are to harness the full potential of the technology.
*There were 146 responses to the survey, with nearly 50% of respondents having over ten years’ experience working in the digital advertising industry across a variety of departments and markets in Europe.
How Santander is embracing ‘sanpo yoshi’
Santander has a close relationship with agency group Dentsu, which is proving mutually beneficial as the banking group adopts elements of Japanese business philosophy.
Why 'sanpo yoshi' matters
Sanpo yoshi is the Japanese concept that believes business transactions ought to deliver three-way satisfaction, by being good for people, good for society and good for business – a win-win-win idea that feels more relevant today than ever.
Takeaways
- The bank is moving away from undifferentiated product campaigns, using its own rich data to bring a more personalised and relevant experience to clients.
- Understanding that the key ‘persona’ to be targeted...
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Nestlé touts strong innovation pipeline
Food giant Nestlé has highlighted its strong innovation pipeline for 2024 – in the US alone, its Purina pet care brand plans to launch over 100 new products – and stressed that this will be supported by marketing investment.
What’s happening
- “Compared to ‘23 [innovation] levels, we are particularly strongly spring-loaded for the year ‘24,” CEO Mark Schneider told an earnings call.
- “To back up our expanded innovation pipeline, we are focused on fuelling growth through increased advertising and marketing investments to support stronger consumer engagement,” he added.
- “As the effect of marketing and promotional investment builds, we expect our efforts to continue to translate into strengthened market share positions,” Schneider elaborated.
Why innovation matters
Innovation is necessary to keep consumers interested in categories and brands and to drive differentiation. As Schneider noted, when innovation drops off, that can help private label competition. “It’s important to keep the innovation renovation engine running,” he said.
Where Nestlé is innovating
- Examples of innovation include introducing Stouffers and Lean Cuisine options into the sandwiches segment (where the advent of the air fryer is “making a big difference”, according to Schneider).
- Launches are also planned for the emergence of new segments tailored to diabetes and GLP-1 consumers and those looking for healthy food options on their weight loss journey.
- In the US vitamins, minerals and supplements business, “a full innovation roster” will include a particular focus on building out new segments by leveraging the company’s expertise in probiotics and healthy aging.
- During Q1, Nestlé’s ‘billionaire brands’ grew twice as fast as the group’s average. “Brands like Fancy Feast, KitKat and Maggi are at the core of our category strategies and are critical to our success as vehicles for scaling innovation into growth opportunities across geographies,” said Schneider.
Context
- In 2020 and 2021, new launches already in train were able to continue during the initial period of the Covid pandemic, but by 2022 supply chain constraints meant the focus was on simply maintaining the presence of core products on shelves.
- That picture began to change over the course of 2023 as post-pandemic normalization settled in.
Sourced from Seeking Alpha
[Image: Nestle]
Hyperlocalization boosts Nike in China
Global sportswear titan Nike has enjoyed a sustained period of growth in China with a localized innovation strategy that maintains the brand’s core DNA by investing in and accelerating its technology.
Why Nike in China matters
For Western brands working in China, the competition has never been more ferocious as established players as well as local upstarts chase value growth despite broad challenges. The difference with China, as opposed to other important territories, is that the speed of innovation required in the country pushes even major creative brand marketers to the limit.
What’s going on
China is big business for Nike, which enjoyed 6% year-on-year growth in the country for Q3, a six-quarter run of growth, China Daily notes.
"We're doing things to accelerate how quickly we can respond to the consumer. China's really the market where we're doing that the most. We're leaning in, trying new ways to pull forward innovations and get them in the market," explained CEO John Donahoe in comments to investors.
"We are going to speed up the innovation cycle for each season and each product based on the market feedback," he added. "We believe that Chinese consumers are ahead of the rest of the world in many ways. We take learning from China to the rest of the world."
In response, the firm has invested in a Shenzhen-based technology center with a China focus, as well as other logistical investments to improve its speed to market. This adds to a Sport Research Lab set to open in Shanghai this year.
In context
Since the pandemic, consumers around the world have grown more interested in forms of exercise that require no (or very little) equipment, such as running or yoga, both categories in which Nike has some interest.
- As a result, the focus of Nike’s innovation has turned away from an enhanced direct-to-consumer model championed last year and toward differentiation around performance and technology.
- Across the business, the product mix is starting to move away from the lifestyle categories that had formed the bulk of the business – since January, growth in the performance segment has outpaced lifestyle.
- It also mixes with a deeper trend of fashion and performance sportswear and brands meeting in an incredibly fruitful market. However, the trend has also foregrounded niche and high performance brands at the potential expense of mass-market leaders like Nike.
Sourced from China Daily, Seeking Alpha, WARC
Global brand ads give credibility to pro-Kremlin media
A group of European parliamentarians has warned 15 global brands that they should stop advertising on certain media in Serbia and Bulgaria.
In a letter, seen by Politico, the MEPs advise the brands to “rigorously review advertising policies to ensure that your expenditures do not, even unintentionally, fund outlets known for disseminating harmful disinformation”.
Why it matters
“Many media organisations that promote pro-Kremlin disinformation often use advertising bought by reputable companies to strengthen their credibility,” Bulgarian conservative MEP Andrey Kovatchev, one of the letter’s signatories, told Politico.
Brands shouldn’t ignore the possibility that their money is, unwittingly, funding such disinformation; they may need to take a more active interest in where ad tech is placing their advertising.
Takeaways
- Serbian stations such as TV Pink and TV Happy rely heavily on advertising revenue from international companies and these have claimed, for example, that Russia was “was forced” into conducting a “special military operation” in Ukraine.
- The 15 companies addressed in the letter include Lidl, Ahold Delhaize, Procter & Gamble, Coca-Cola, A1, Yettel, Ferrero, Heineken, Mars, Mondelēz, L’Oréal, GSK, Bosch, Samsung and Amazon.
- A spokesperson for GSK told Politico the company didn’t advertise in the Balkans, while Lidl said it has wound down advertising on the two Serbian stations above and stopped on one altogether in 2024.
Death and taxes
- European banks have also been questioned for paying some €800m in taxes to the Kremlin last year (roughly half of that from Austria’s Raiffeisen Bank International); the Financial Times reports this is 4x more than before the invasion of Ukraine.
- Western banks require the personal authorisation of President Putin to sell their Russian operations but only seven of 45 have received that; meanwhile they can’t access cash earned in Russia but are earning profits from interest rates that have almost doubled since the war started and are paying tax on those higher profits.
Sourced from Politico, Financial Times
SEA’s retail media ad spend projected to grow 11% by 2030
Advertising spend on Retail Media Networks (RMNs) in Southeast Asia is projected to hit US$4.7 billion by 2030, underscoring the increasing significance of this channel for advertising, according to a report by GrabAds and Kantar.
Why RMNs in SEA matter
Southeast Asia is positioned for RMNs to flourish. With a fast-growing digital economy and increasingly tech-savvy population, it’s primed for brands to “close the loop” and use first-party data to build brand equity, increase share of voice and drive sales growth.
Four types of RMNs in SEA by purchase stage
- Impulse and WOM: Social media RMNs are digital marketplaces within social media platforms. Ads entertain and complement user-generated content to work on building awareness. Examples include TikTok Shop, YouTube Shopping, Facebook Marketplace, LINE Shopping and Instagram Shops.
- Price-motivated: E-commerce RMNs are digital retail marketplaces that offer advertising spaces. Ads here typically feature promotions or discounts to encourage purchase. Examples include Shopee, Lazada, Carousell, Bukalapak, Tokopedia, JD and Amazon.
- Trial and repeat: Large retailer RMNs have a physical retail space. Similar to e-commerce RMNs, ads here typically feature messages that induce consideration or purchase. They are useful to promote trials of new products and include FairPrice, Happy Fresh and Astro as examples.
- Versatile: Superapp RMNs consist of an ecosystem of services that allows curated ads to be served at different purchase stages and types of services. Superapps also boast an integrated payment system that captures offline and online transactions. Examples include Grab and WeChat.
Market breakdown
Indonesia is forecast to lead in RMN ad spend with a projected 13.41% CAGR. Vietnam follows at (12.37%), Thailand (11.76%), Philippines (9.29%), Singapore (8.79%), and Malaysia (7.82%).
Key quote
“The very nature of the RMN ecosystem, which covers the entire customer journey of the funnel, fulfils the goal of tracking and achieving ROAS. This is why RMNs have become a global phenomenon, attracting interest from retailers and marketers worldwide” – Ken Mandel, Regional Managing Director, GrabAds & Brand Insights.
How Colgate used behavioural science to tweak APAC campaign
Colgate Palmolive turned to behavioural science when its Optic White O2 whitening toothpaste campaign needed to be tweaked for the various markets in the Asia Pacific region.
Why behavioural science matters
Behavioural science is based on the pre-established beliefs and cultural contexts that influence consumer decisions. Brands can use it to tailor communications to align with these beliefs and leverage them so as to connect with consumers.
Takeaways
- Whitening may be popular globally but attitudes vary in Asia, where different cultures influence different beliefs, such as the notion that revealing white teeth during a meeting is a way of showing...
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