MI Media Business Director, Kelly Kershaw, recently attended Campaign’s brilliantly curated event ‘TV: The Next Episode’ which explored the most pressing issues facing the TV advertising industry. Here she shares her key learnings from the event. 

Like your favourite TV show, I was buzzing for this next episode! Is TV dead? Who killed it? How is it all going to end? Well, spoiler alert… I can tell you it is certainly not dead. In fact, I am convinced that it remains the most exciting, innovative, and bad-ass medium there is. 

Oliver Shayer, Media Director at Boots, kicked off the day by explaining why TV remains so integral to Boots’ media plans: 

• TV delivers huge scale at speed 
• Your brand’s messaging is delivered against quality, vetted content 
• It is effective both from an ROI perspective and for building brand equity 
• TV remains the most entertaining and impactful channel on a plan 

These are all things that have held true for TV since the dawn of time, but it’s clear that Boots, like many other brands, has had to become more adaptable, innovative and creative in its planning to address one of the key challenges facing the media industry: fragmentation.  

Clever use of data has been integral to how Boots has faced this challenge. As the home to 16 million Advantage Card holders, Boots was able to integrate its first party data with all the major broadcasters. In doing so, it has seen a four-fold uplift in effectiveness, a clear lesson for all brands on the importance of collecting and harnessing their own data.  

While Boots also has the resources as a big advertiser to adapt quickly to any new learnings, every advertiser can tackle the issues of media fragmentation by taking an effective approach to TV measurement against both short and long-term metrics. It’s clear that advertisers and media agencies need to “measure what matters, not just what can be counted”. 

As I sat watching fabulously entertaining TV ads, one question that kept niggling in the back of my mind was how can we do this authentically for what have historically been considered ‘low interest’ categories? The answer came from Vicky Maguire, Chief Creative Officer, Havas London who said, “we are barging into people’s homes, so we have a duty to be as entertaining as possible. If 76% of brands disappeared overnight, we wouldn’t give a shit. We need to be in that 24%.” She went on to highlight the importance of being consistent, but surprising. To know the role you play in people’s lives and do it well. A key takeout for our team at MI Media is that creativity provides the best opportunity to drive the biggest step change for a brand. This isn’t just about brilliant ads, but being creative in our planning, placement, use of data, measurement and collaboration.  

MI’s MD, Richard Slater recently took part in a DMA round table discussion on the opportunities and limitations in the current field of marketing measurement.

The JICMAIL team wanted to understand better the opportunities and limitations with the current field of marketing measurement. Along with the DMA Awards team, it convened a leading panel of industry experts to delve deeper into this critical issue, launching a white paper which examines several key themes and ultimately provides 10 Top Tips for Minding the Measurement Gap.

They agreed that despite an industry hooked on measuring short-term outcomes and easily accessible digital campaign reporting, marketers and measurement practitioners have a responsibility to refocus the measurement conversation on brand, response, and business effects.

Ian Gibbs, Director of Data Leadership & Learning at JICMAIL, said: “The challenges outlined in our Mind the Measurement Gap report are numerous, yet at the same time it has been encouraging to see our expert panel offer so many valuable and practical tips for plugging the gaps in full effect measurement. From rigorous client on-boarding processes, to the development of bespoke client-specific measurement frameworks, along with advice on not letting the quest for perfect measurement get in the way of creating something immediately practical and meaningful, this paper is packed with essential tips for marketers and measurement practitioners.”

The focus group recommended that the silos across disciplines, channels, teams, and client-agency relationships must be broken down to plug the gaps in full-effect measurement. Too many marketing teams are still siloed by channel, and with each channel targeted according to different brand and response goals, these silos create self-interest detrimental to business performance.

Sophia Walmsley, Marketing Effectiveness Lead at Santander, advises on the importance of breaking down the measurement siloes and providing a channel-neutral approach to measurement: “Within our organisation, marketing and 1-to-1 are viewed separately, but, in reality, our existing customers are going to see our mass marketing too. We know from research that exposure across multiple channels increases the likelihood of the purchase of an additional product, yet our attribution approaches are separate. Having said that our MMM is an extremely effective tool in combating this across marketing channels, it provides a channel-agnostic view that enables us to plan a campaign as a whole. The next step is channel agnostic measurement.”

Industry’s over-reliance on vanity metrics

DMA research has found that 41% of all metrics used to measure campaign effectiveness relate to less meaningful campaign delivery and digital vanity metrics, while 59% relate to meaningful business, brand, and response outcomes.

This over-reliance on campaign delivery and digital vanity metrics has not improved over the course of the last five years, and with average campaign effectiveness declining by 29% between 2020 and 2021, there is evidence that below-par campaign measurement is having a negative impact on overall marketing performance.

Commenting on the tendency of marketing measurement to be focused on less meaningful campaign delivery and digital vanity metrics, Matt Dailey, Chief Performance Officer at Havas says: “There is so much data that is easily available… and people have become obsessed with efficiency and short-termism, whilst measuring effectiveness is hard. The easiest way out is to show that something happened and not whether that something is really of any value.”

The multi-channel reality in which consumers, planners and practitioners now live creates a double-edged sword. On the one hand, it enables advertisers to take advantage of significant effectiveness multiplier effects, yet on the other, it creates a world of increased complexity with each channel battling to prove attributable and incremental effects.

Other key highlights from the Mind the Measurement Gap report include:

• Mail campaigns that include an element of Ad Mail (including Direct Mail and Door Drops) generate 50% more business, brand and response effects than the average campaign; and in addition are the least reliant on less meaningful campaign delivery effects in their measurement plans.
• 10% of the metrics in the DMA’s Intelligent Marketing Databank were digital-specific metrics in 2017. This has nearly doubled five years later. With reporting of digital effects on the rise, it is more important than ever for offline channels to have their digital impact properly attributed.

A version of this article, along with the video below initially appeared on JICMAIL’s website.

All the findings from the event have been captured in the JICMAIL white paper ‘Mind the Measurement Gap‘ which can be downloaded below:

We are extremely proud that our entry for Médecins Sans Frontières UK has won a bronze award at last night’s IPA Effectiveness Awards.

The IPA Effectiveness Awards are advertising and marketing’s most rigorous and coveted and this is our second IPA award (previously for 32Red)! Our award, ‘How smart media investment delivered transformative change for MSF‘ focuses on how we (and a team of clever clients and media partners) have delivered impressive growth for the charity over the last 10 years using smart media tactics. Of the 28 entries who made the shortlist, we were one of only four Not-for Profit entries and appeared in a sea of both creative and international agencies.

Great to see our success celebrated in this morning’s Financial Times:

MSF is a charity who are heavily reliant on fundraising income to support its life saving work. Our entry describes how MSF more than doubled its annual income over a 10-year period in which charitable giving sharply declined. MSF’s case demonstrates that by taking a long-term approach to short term activation, a virtuous circle has been created between increased fundraising income and growth in media spend, which in turn drives income further. These have been powered by audience insight, evidence-based decision-making and close collaboration between client and agency specialists.

Our entry: 

MSF is a charity who are heavily reliant on fundraising income to support its life saving work. This case describes how MSF more than doubled its annual income over a 10-year period in which charitable giving sharply declined.

MSF’s case demonstrates that by taking a long-term approach to short term activation, a virtuous circle has been created between increased fundraising income and growth in media spend, which in turn drives income further.

These have been powered by audience insight, evidence-based decision-making and close collaboration between client and agency specialists.