brand response conversion

English translation: conversion (rates) to sales from a "brand response" campain

09:45 Jan 12, 2020

English language (monolingual) [PRO]
Marketing / Market Research / Marketing

English term or phrase: brand response conversion

Reebok experienced 131% lift in brand response conversions once it began promoting its RealFlex running shoes with video across all digital screens: PCs, mobile phones and tablets.

Masoud Kakouli Varnousfaderani KudoZ activity Questions: 561 (1 open) (1 without valid answers) (72 closed without grading) Answers: 103 Türkiye
Local time: 20:47

Selected answer:conversion (rates) to sales from a "brand response" campain

Explanation:
in marketing "conversion" is a measure of how successful is a step in the marketing process - conversion from leads to prospects, or from prospects to clients.

As a "brand response" campain is orientated to BOTH increasing brand recognition AND sales, conversion would be "conversion to sales"

see ref.

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Note added at 6 hrs (2020-01-12 16:00:37 GMT)
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HERE

when they used the previous marketing method they had some conversion (to sales) rate X (whichever way they measured it) ; when they changed their method (showing videos across all digital screens: PCs, mobile phones and tablets.) the new conversion rate was 1.31 times bigger than the initial conversion rate.

Selected response from:

Daryo
United Kingdom
Local time: 18:47

Grading comment

4 KudoZ points were awarded for this answer

SUMMARY OF ALL EXPLANATIONS PROVIDED

4 +1

conversion (rates) to sales from a "brand response" campain

Daryo

3 +1

Customers switched from other brands to Reebok after seeing the promotion.

Kiet Bach

Summary of reference entries provided

1. BRAND OR RESPONSE 2. BRAND AND RESPONSE 3. BRAND RESPONSE ...

Daryo

Discussion entries: 7

Answers

6 mins confidence:

peer agreement (net): +1

Customers switched from other brands to Reebok after seeing the promotion.

Explanation:
Customers switched (converted) from other brands to Reebok after seeing the promotion.

Kiet Bach
United States
Local time: 10:47
Native speaker of:

Chinese
PRO pts in category: 4

Notes to answerer

Asker: I think you did not take "response" into account

6 hrs confidence:

peer agreement (net): +1

conversion (rates) to sales from a "brand response" campain

Daryo
United Kingdom
Local time: 18:47
Native speaker of:

Serbian,

French
PRO pts in category: 8

Notes to answerer

Asker: I did guess this, look at my post in the chat box above. Thanks

Reference comments

6 hrs

Reference: 1. BRAND OR RESPONSE 2. BRAND AND RESPONSE 3. BRAND RESPONSE ...

Reference information:
Communication campaigns traditionally have been divided between two types of activities: ‘above the line’ brand building and ‘below the line’ for gaining immediate response. Increasingly these activities are being coherently designed to deliver business results. Drawing on the IPA Databank, Neil Dawson describes examples illustrating the effective integration of these two types of activity

In the book Built to Last, Collins and Porras talk about how companies get caught in what they call ‘The Tyranny of the OR'.This is the belief that you cannot live with two seemingly contradictory ideas at the same time: you can have change or stability, you can be either conservative or bold, you can have low cost or high quality, but you can never have both.

They found that successful, visionary companies all operate in what they call ‘The Genius of the AND', driven by the ‘ferocious insistence’ that they can and must have both at once.

Marketers and their agencies have long been caught in their own ‘Tyranny of the OR’ as they have wrestled with how to achieve the right balance of brand-building and response-driving tactical activity within campaigns. Terms such as ‘theme and scheme’ or ‘strategic promotions’ have been variously used to describe this ongoing challenge.

Brand Response is the marketing communications industry's Genius of the And. It sounds too good to be true. It asks us to live with two apparently contradictory ideas at the same time. It can be defined simply as a strategic and executional campaign approach where brandbuilding drives response and this response in turn builds the brand in a virtuous circle of effectiveness.

Analysis of the IPA Databank shows campaigns with Brand Response characteristics becoming a force in the 2000s, with this trend set to continue. This has had significant implications for strategy, creative, media and evaluative approaches. While this may risk oversimplification, marketing communications seems to have moved through three distinct phases in the lifetime of the Awards.

1. BRAND OR RESPONSE

Marketers make a choice between two discrete activities. Brand-building and other longer-term activities are separate from short-term sales or response-driving activities. They are generally delivered by different campaigns through different channels. Typically TV is used for ‘brand’ and direct marketing used for ‘response'. The majority of the IPA cases from the 1980s reflect this thinking.

2. BRAND AND RESPONSE

The two elements are treated as distinct but complementary activities within a campaign helped by some executional links. The Grand Prixwinning Tesco case of 2000 used Every

Little Helps, and a consistent tone of voice across different campaigns for brand and tactical work.

3. BRAND RESPONSE

A seamless blend of both types of activity is delivered through a single campaign. The purpose of all activity is to drive response (both short and longer term) while building the brand.

Building brands and driving sales are no longer mutually exclusive activities: they are now symbiotic. Critically the two elements create a powerful virtuous circle where brand helps build response, and the response itself helps build the brand through experience. The rise of Brand Response can be clearly seen from analysis of the types of campaign by decade (see Figure 1) using the new IDOL tool (IPA Databank online http://idol.ipa.co.uk/).

Brand response is not exclusively a 2000s phenomenon. There were significant portents in the 1990s – the definitive case being Direct Line and the famous red telephone. At the time it was regarded as being a sector-specific success rather than a broader breakthrough in approaches to marketing communications.

The growth of Brand Response has been fuelled by multiple factors. Since the mid-1990s the expansion of the internet has disrupted the business models of existing sectors and created new business sectors such as aggregators.

The ability to model and measure consumer ‘response’ has increased dramatically and continues apace. The commercial value of this ‘response’ remains a matter of continuing debate.

Most businesses now operate in a relentlessly short-term environment. Daily, weekly and monthly targets are the norm; the quarterly report has for many become a long-term perspective.

The downward pressure on marketing budgets of the past decade means that marketers simply cannot afford to divide the Brand and Response tasks in the way they used to. Consumers have become more ‘responsive'. It is easier than ever for them to engage with relevant marketing campaigns. They are more willing than ever to respond to the right offer.

Social networks have created new opportunities for response in the form of participation and comment without invitation from brands.

Over the past decade, the marketing communications industry has consistently promoted the value and virtues of joined-up or integrated thinking and execution.

Setting aside well-documented interdisciplinary turf wars, this has created an environment where Brand Response has been likely to flourish.

Three of the best examples of Brand Response follow. Interested readers are invited to download the full papers at www.warc.com. The accompanying commentary is intended to show how it demonstrates a Brand Response approach.

Each one approaches the task from both a strategic and executional perspective. And in each case there's a powerful demonstration of the virtuous circle where brand aids response, and the response itself is part of the brand-building relationship.

02 –BRAND RESPONSE THROUGH TOTAL INTEGRATION

This is the story of a corporate transformation from ‘troubled’ Cellnet to thriving O2. The new brand was launched into a mature and ferociously competitive market. It faced the significant challenge of building a brand while gaining short-term sales as quickly as possible. More than 80 per cent of investment was sales-driving. The paper describes how O2 adopted a brand-centric approach to all activity.

Integration was delivered at two levels: visual – to deliver cut-through which helped drive awareness and led to efficiencies; and strategic – to deliver product and tactical propositions such as Pay and Go, Bolt-Ons and Home, which successfully drove sales and longer-term consideration. Econometric modelling shows a short-term payback of 6.3:1 and an ultimate payback of 62:1.

What's so impressive about the case is the speed at which the results were achieved. Significant savings were delivered by the rapidity with which O2 established itself in the market. No other brand achieved its goals as quickly or as cost-effectively during this period. In just two years O2 became the most salient brand in the market.

Importantly strategic and tactical propositions created a brand-building experience – Pay and Go, Home and Bolt-Ons completed the virtuous circle of brand response by being distinctive and relevant to the consumer.

...

https://www.marketingsociety.com/the-library/inexorable-rise...

Daryo
United Kingdom
Native speaker of:

Serbian,

French
PRO pts in category: 8

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