As part of the brand campaign, two different pieces of content focused on Chipotle’s guacamole exemplified the range of platforms that the company used to reach its audience. One spot showed kitchen employees scooping 48 avocados daily to make fresh guacamole, which aired on TV and longer form video channels. The other, a #GuacDance challenge, lived on TikTok to reach younger consumers.

According to Stephanie Perdue, Chipotle’s vp of brand marketing, the company’s goal is to tell the story of how Chipotle is rethinking food – using unprocessed, responsibly raised ingredients made fresh everyday – which is something that resonates with Chipotle’s customers, half of whom are under 35.

“[The customer] is interacting with content on their phone, so how does it show up on their phone in an engaging way. And then we have to think about new digital platforms,” says Pedue, speaking with Beet.TV at the ANA Masters of Marketing Conference. “It’s about taking your brand strategy, tailoring it to the consumer and platform you’re on and then surrounding the customer with those connected messages.”

That means being on multiple platforms at once to reach the customer most effectively. The company takes a multi-platform approach to its marketing mix, says Perdue. Linear TV is about scale and awareness, which drives new customers to Chipotle and increases business from existing customers, as well as drive online business, which is up 100 percent this year over last year.

“The complement of multiple media channels really drives the flywheel – it’s the TV, your phone, joining the loyalty program and getting emails – not just relying on traditional TV to do all the work but using it in a way that amplifies all the rest of the channels,” says Perdue.

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

Grier, who spoke with Beet.TV at the ANA Masters of Marketing Conference, has a creative agency background that influences that view. For now, she says storytelling mostly plays a role in Clorox’s TV strategy.

“[TV] is still a reach vehicle and a great place to tell a story, particularly a purpose-driven story,” says Grier. “There is something unique about the passive nature people will watch that content, and the ability to tell them a beautiful story.”

TV, however, is just one part of Clorox’s overall mixed media platform, and a supplementary one at that. The media mix is just over 50 percent digital, and linear TV is one piece of the remaining 50 percent. “What we try to do is tell stories through the entire ecosystem as opposed to use media vehicles for just one thing,” says Grier.

At the core of Clorox’s strategy now is first-party data. According to Grier, the company has been “on a hunt” to get first-party data through a value exchange. One way Clorox has done that is by building a recommendation engine for Hidden Valley Ranch. The brand offers customers recipes or platforms to create their own recipes. Depending on what they choose, they’ll be served a second recipe personalized to complement that first recipe. It’s not unlike Netflix’s content recommendation engine, and Grier says the company has seen a 40 percent lift in sales from customers who were served a second recipe.

“We made a commitment to gathering first-party data,” says Grier. “We know that if you put people at the center, and you’re able to understand their goals and needs and can exceed their expectations, you’re going to win.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

In an interview with Beet.TV at the CMO Growth Council, Douwe Bergsma, CMO at Georgia-Pacific, explains the approach to keeping people happy, engaged and challenged within the company, particularly as employee expectations change, by not putting limitations on their functions or capacities. It breaks down like this:

• Don’t try to box employees into defined roles, work with their strengths and competitive advantages to define roles that fit them.
• Don’t define people by their capacity or function but by their individual interests and capacities.
• Give employees a chance to experiment in new roles and grow their skill sets.

This approach, which has been decades in the making but has come to a head as companies rethink what roles need to be in-house vs. outsourced, has led to unexpected performances across the company, as marketers, sales people and creative directors can try their hand in other areas. “We see people flourish tremendously beyond what they think they could do initially,” says Bergsma.

Georgia-Pacific, which manufactures plastic and paper brands like Angel Soft and Brawny, is reworking how it considers its workforce in step with changes in the media landscape. More work is being done in house, so more creative directors and media experts are being hired to lead the charge in new areas of advertising, like on retail media platforms including Amazon.

The bigger picture goal for the company’s advertising strategy, and the future it’s preparing for with its workforce, is one that balances bigger-reach channels like TV with specific messaging that gets to the right customers in the right place at the right time.

“I see a world where you have a mix of mass media, then targeted personalized media, all happening at the same time to drive your brands forward,” says Bergsma.

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.  For more videos from the event, please visit this page.   

But that’s what SAP, as it branches out of the usual B2B sales tactics, using TV to find companies amongst consumers.

The idea that marketing for B2B no longer needs to be restricted to “B2B marketing”, that even enterprise services buyers are real people with real families and lives outside of the office, has been around for a while now.

In this video interview with Beet.TV, SAP’s global chief marketing officer explains why the supplier is breaking out of the usual box.

“Being in the B2B space, oftentimes business channels, news channels, are often where we find our decision makers,” Tillman says.

“But no longer is a single decision maker at the helm of making software decisions for their companies. There are so many different forms of influencers that exist in the decision making process today.

“TV gives us that opportunity to go more mass-market. It also gives us an opportunity to think about the style and tone that we’re using to be able to describe our brand.”

Since 2017, SAP has used actor Clive Owen in a series of TV ads, the latest touting SAP’s Experience Management suite with Owen’s monologue on the importance of “feelings”.

Created by BBDO, it manages to inject a dry humor to the usual button-down business sensibility.

“We’re having a little bit of fun with our brand,” Tillman adds.

Beside the eyebrow raises, what does Tillman hope to achieve from the ads? She is tracking what kinds of influencers are getting reached by the ads, as well as whether the ads worked to generate real leads.

This video is was produced in Orlando at the CMO Growth Council. The series is sponsored by iSpot.tv. For more videos from the event, please visit this page.

Brad Feinberg, MillerCoors’ vp of media and consumer engagement, spoke to Beet.TV at the ANA Masters of Marketing Conference about the measurement “journey” and how to best connect the dots when it comes to attribution and data gathering in real time. Real time, here, means a monthly cadence – Feinberg says candidly that the team is working to speed up that time frame, but right now it’s able to collect and assess reactions to marketing campaigns by brand on a monthly basis. Still, it’s an improvement over the past five years, when a set-it-and-forget-it strategy ruled marketing approaches as data only came in every few months with last-touch attribution and mix modeling approaches, which Feinberg calls a “rearview mirror.”

“As the world and news cycle has changed, that time frame doesn’t work as it used to for CPG brands,” says Feinberg. “Marketers need to react and operate in a real time world that’s operating at the speed of culture.”

In looking for alternatives to last-touch attribution and mix modeling, MillerCoors, like many other brands particularly digitally native DTC brands, found a solution in multi-touch attribution. But unlike digitally native brands, MillerCoors’ approach to multi-touch attribution spans TV and digital channels, not just digital, where 80 to 90 percent of its marketing dollars sit.

“Our ultimate goal is the ability to optimize your marketing in real time, making those micro-adjustments to our marketing plan on a brand-by-brand basis, to achieve the objectives of the campaign,” says Feinberg. In TV advertising, optimization means collecting data by program, program type, network and time of day to see what is performing best at any given moment. Then, the company can go back to its media plan and make proper adjustments.

Perhaps the last frontier in TV optimization is figuring out how to keep customer attention spans during those commercial breaks. One strategy is to use device ID tracking to figure out who on mobile devices is also watching TV, and serve them ads during commercials.

“I think the world is moving toward it – how you measure attention knowing there’s a lot of fragmentation out there. What can we do to get a better handle on how you measure if people are watching tv? Are they paying attention to a commercial? How do you get that data and measure it?” says Feinberg.

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

Rangaiah uses E-ZPass as an example of how quickly customers’ expectations can change.

“Once E-ZPass was put in place and consumers got conditioned to being able to seamlessly go through a toll, that impacts not just tolls, but other industries as well, whether it’s turnstiles or buses,” says Rangaiah in an interview with Beet.TV at the ANA CMO Global Council. “So you really have to start with creating experiences based on not just what your industry or category competitors are doing but really what people in life go through.”

Rangaiah explains that IBM, among others, are using these everyday processes to rethink ways to engage consumers, even if it’s not driven by other competitors in the industry.

An example that Rangaiah uses is a partnership with 1-800-FLOWERS in which IBM created a Watson-powered online experience. Instead of going to a website and seeing a chart of all of the different flowers, this site allows consumers to be in conversation with the service, and in answering a series of questions, the customer is presented with a customized arrangement based off of their own tastes.

Rangaiah sees experiences like these as evidence that expectations for marketers to look beyond the advertisement are evolving.

“It’s more about how you’re measuring,” says Rangaiah. “And getting more laser focused and having more data and having more ability to measure what’s having the greatest impact.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.  For more videos from the event, please visit this page.

Hammer describes how the evolving roles of a marketer are making these positions both more attractive and more applicable to recruits with different backgrounds. Today’s prospective marketers don’t “just want to advertise things, they wanted to impact things, to build things,” says Hammer. “It’s more of a maker culture. So we’re in this stage now where marketing has to reach out to find new skills as well as train the existing talent that we have.”

As product, performance, and content all respectively evolve and overlap, finding those with a knack for critical thinking, regardless of what types of problems a person is used to encountering, can be applied to modern marketing.

“In the end, marketing is problem solving,” says Hammer. “There’s a lot of other people in professions out there solving problems – engineers, scientists, all these other people who are great at problem solving. There’s no reason why they can’t transfer those skills and become great marketers as well.”

On top of the creative challenge, Hammer proposes that bringing this talent to an in-house team is not only leading to content that is more meaningful to the consumer, but creates an environment in which influence can be found from all areas within the company. For that reason, working for a brand can keep this perspective fresh while working for a consistent mission.

“Great creative talent wants to work on great creative work,” says Hammer. “And a brand is a great place to do that.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.  For more videos from the event, please visit this page.   

According to Marcel Marcondes, the U.S. chief marketing officer at Anheuser-Busch, the company has sold more than $100 million worth of the beer so far.

“[Innovation] is one of the key agendas for us. In every industry, there is fragmentation. This makes our consumer base much more specific in what they’re looking for; they expect much more from our products,” Marcondes told Beet.TV in an interview during the ANA CMO Growth Council. “Our job is to catch up and to be up to speed and to even surprise them with cool innovations that will serve their needs and solve their problems.”

As Marcondes points out, customer needs have changed, and competition has grown stronger. Paying attention to what those needs are is the way forward, per Marcondes, and as marketers, the way to win is to remain relevant. That’s inherently changed the way marketing works, says Marcondes.

“We can’t play the game of noise. It’s a game of relevance. The companies that build brands that are more relevant to consumers are the ones that will win,” says Marcondes. “Thinking about that, we need to change a historical misbehavior that we have. Marketers were educated to convince people to buy what we make. Nowadays, we need to get adjusted to consumer needs and learn how to reinvent faster so we can adjust what we make based on what they’re looking for.”

As the role of marketers has changed, the media landscape has also grown increasingly complex. Anheuser-Busch is investing in digital platforms where messages can be more personalized and targeted for a specific group, as well as more traditional channels like TV. While Marcondes says “it would be great if TV could evolve” to a place where messages can be tailored for certain audiences, as of now it’s a channel for both brand awareness and trial. As Anheuser-Busch’s innovation teams seed new products and test them in select markets before scaling up, running TV spots in those markets helps push people to try new products, says Marcondes.

“TV remains a powerful tool,” he says. “This is when you get a big moment.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

“We’ve launched a pretty major multicultural marketing initiative over the past couple of years and there are several components to that,” says Edelman in an interview with Beet.TV at the CMO Growth Council. “One of which is cultural competency training.”

This in-house strategy includes launching a speaker series at Aetna to discuss issues of bias in marketing and to explore the most effective ways to connect with different communities. It also includes mobilizing Aetna’s own employees by forming resource groups that represent many different populations across the company. These employee panels can then work with marketers to preview advertising and give feedback, which marketers can “use to adjust and really tune what we’re doing to make sure we’re connecting appropriately with those communities,” says Edelman.

These dialogue groups and employee training initiatives have led to greater insight on how to reach different communities in the most direct way. For Aetna, this means thinking beyond TV and digital marketing.

“We’ve actually found that one terrific way to reach a lot of populations is on the ground through local events,” says Edelman. “By being present in those communities and showing our connection to them, we can help build brand affinity, and frankly, also learn more about that local market and the people in that community and what they need so that we can better serve them.”

For Edelman, it’s important not only to discuss multicultural marketing as a company, but to experiment and find ways to directly implement this research into their strategy.

“You have to understand the populations where they are locally and then you have to build the supportive infrastructure underneath so that people can really do their best work to connect with those communities,” says Edelman. “We’ve done a lot with training, we’ve tapped into the rich base of employees we have, and we compare notes and share best practices, and it’s all in the same spirit of helping everybody in their path to better health.”

This video is was produced in Orlando at the CMO Growth Council. The series is sponsored by iSpot.tv. For more videos from the event, please visit this page.

“It’s not just data for data’s sake,” says Kaplowitz. “It’s about understanding how you can use that data to glean those insights to create work that will really connect with consumers, but also understanding its impact and being able to target in the right ways. Everyone is looking for relevancy – data helps you deliver that relevancy.”

Part of this understanding is being able to navigate the current landscape of data privacy. Given the upcoming launch of the California Consumer Privacy Act in January, many are wary of the strict regulations and the domino effect it could have on other states. In an effort to look for a universal solution, Kaplowitz says that the 4A’s is partnering with the ANA, the IEB, and the NAI to form a coalition called Privacy for America.

“Our goal is to also bring about the creation of a data protection bureau within the FTC and to recognize that right now the onus has primarily been on the consumer and that needs to shift to be more on the companies,” says Kaplowitz.

Making the consumer feel more safe will lead to better data, and better data can lead to a more targeted relationship with the consumer. According to Kaplowitz, this can lead to considerable connections.

“This is a great opportunity for agencies to partner with their clients to help them understand the landscape, what is going on, how to be mining their first party data, how to be leveraging third party data in the appropriate way, and how to take advantage to really build a robust understanding of connecting and engaging with those consumers.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

That is why one of the largest, broadest bodies representing advertisers is optimistic it can win out in the end.

Back in June, the World Federation of Advertisers  (WFA)- a collection of 100 of the world’s top advertisers plus 60 associations also representing ad brands – used Cannes Lions to launch Global Alliance for Responsible Media to campaign on issues like brand safety, disinformation and hate speech.

In this video interview with Beet.TV, WFA CEO Stephan Loerke provides a progress update.

“We welcome very much that platforms have signed up to the initial manifesto, which was released in Cannes,” he says. “We are now working on fleshing out what we think those concrete outcomes should be.

“I want to be very candid – a lot of those discussions are difficult discussions, because they require adjustments and adaptations to existing models. We are still confident that platforms will be ultimately agreeing to those changes.”

Loerke says issues affecting the industry include “mainstream brands ending up on terror content, pedophile networks misusing certain platforms and Facebook Live now being used by a mass murderer”.

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

Now Accenture, PwC, EY and Deloitte has made significant efforts at taking brands’ marketing services contracts.

But what does that look like?

In this video interview with Beet.TV, Nikki Mendonça, president of Accenture Interactive operations, outlines the offering.

“There are new rules of branding,” Mendonça says. “We’re redesigning the marketing and content operating models of our clients and going to them with very, very new, bold, challenging structures and processes and ways of operating. Particularly in the area of experience activation.

Mendonça describes “a new marketing operating model that is more effective and efficient”: “We’re doing a lot of kind of one day design and activation workshops with clients where we’re really ripping up the rule book.”

Until January 2018, Mendonca was President of OMD EMEA, were she was responsible for the financial and operational performance of all OMD offices across Europe, Middle East and Africa.

Now she is helping one of the consulting firms emerge in to world of helping companies build brands through marketing and advertising.

She says SynOps, a software platform that uses historical and current client data to recommend efficiencies, is receiving a lot of focus for marketers.

Mendonca says Accenture Interactive is examining TV as a “shoppable” and performance, results-oriented marketing channel.

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

But what does a brand’s Twitter engagement look like these days?

In this video interview with Beet.TV, Twitter’s VP of Americas, JP Maheu, explains the offering.

“Fundamentally, Twitter has become the news app for the world … news about any passion point that you have, whether it’s music, sports, entertainment, or politics,” Maheu says.

Product launches: “The way brands have been using Twitter is basically to support their launches.”

Conversation: “To connect with what people are talking about. Wendy’s has been one of the best brands on Twitter because they have a voice on Twitter and they really understand how to connect with culture, how to connect with what people are talking about.”

An example

“Think of Samsung launching a new mobile device,” Maheu says.

• “They are going to livestream their launch event.
• “They are going to generate interest behind the new device ahead of the launch, similar to a movie studio who is going to drop a trailer three months before the launch of the movie
• “Then after the launch, they are going to re-target the people that were interested by the content during the launch phase. They are going to re-target them to promote their new device to drive for sales.

“It’s a cycle from pre-launch to the launch phase to post-launch.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

“If we keep serving the same product to the same consumers in the same way, over time, we’re going to go the way of a lot of other retail brands in recent years,” Weisman told Beet.TV in an interview at the ANA Masters of Marketing Conference. “No one has a forever right to live. The ones who are winning are the ones who are paranoid about changing and evolving fast enough to meet consumer needs.”

And customer expectations are changing quickly, says Weisman. That holds Dunkin’ to a high standard to offer great experiences not just for a casual restaurant brand, but for any brand. The Dunkin’ app, for example, has to be as good as Spotify, Uber and Amazon’s apps, not just good for a QSR or restaurant app, he says. But that doesn’t mean Dunkin’ is trying to be something that it’s not for customers. It fills a specific need, which revolves around fulfilling customers’ needs quickly. “Everything we do is about speed,” says Weisman. “There are plenty of places you can go to write the next great American novel. Not Dunkin’.”

Speed is at the center of Dunkin’s pitch to consumers, but change and innovation is at the center of the brand’s strategy. According to Weisman, the company has a blueprint for growth that covers every aspect of the business, including product innovation – Dunkin’ introduced more modern products like healthier breakfast bowls and Beyond branded sausage sandwiches – and marketing. Most blatantly, the company changed its name from Dunkin’ Donuts in 2018 to re-establish itself. Product packaging and advertising followed suit. It’s all part of a bigger company update that touches everything from the appearance to the app to the method of getting products to customers, like delivery.

What hasn’t changed is the efficacy of broad-reach channels like TV. Video is critical to Dunkin’s strategy, and while Weisman says traditional TV isn’t as targeted as he may like, affordable reach is a big selling point when Dunkin’s most targeted customer group is 65 million people wide. This is a group Dunkin’ considers “switchers”: They’re daily coffee drinkers who haven’t rejected Dunkin’ (like the rejectors – people who don’t like the Dunkin’ coffee or brand) but may not always go there as their first choice (like the loyalists – people who go there every morning with the same order).

To figure out if messaging to this group is working, Weisman says device-enabled, geo-based tracking is useful.

“If you come into our store, you buy something,” says Weisman. “So we want to know if you were exposed to a message and made a trip. That’s a good way to measure conversion.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

“All to reach the shopper at the right moment,” Haase says in a Beet.TV interview at the ANA Masters of Marketing Conference. “The past was about retailer, the future is about retail.”

Triad’s launch of The Market builds off of its bread-and-butter, which is to help retailers monetize their websites by taking owned and operated products, and turning e-commerce sites into publishers by helping brands activate content across retailer inventory. There’s a burgeoning opportunity for retailers to act like media companies by offering their first-party customer data by way of brand-agency partnerships, as Target has exemplified with Roundel. Haase believes that will become an increasingly important opportunity.

“It’s in its infancy, for retailers to become publishers,” says Haase. He points to the grocery category as one that’s just beginning to ride the opportunity, as Kroger has with its Precision Marketing arm. As more stores offer buy online, pickup in store and home deliveries, more customers are shopping online for groceries, giving retailers and brands more of a platform to get content in front of customers online.

As retailers work with brands to create campaigns online, they have an advantage in that they’re able to provide more visibility and transparency to the efficacy of those campaigns. “Measurement is the gold retailers provide,” says Haase. “You can show a brand where [a campaign] ran, so it’s transparent, it’s well lit. [Retailer] data is so powerful, you can use it to optimize.” One example of Triad’s work in this space is with Sam’s Club, which launched a platform called Member Connect that bridges online and in-store assets into one destination for targeting, optimization and measurement. Since launching, Sam’s Club has seen both return on ad spend and media revenue rise.

This formula – working across retailers and brands on their online media strategies – well positions Triad within WPP, which acquired it three years ago, and GroupM, under which Triad is situated. Every agency in the organization still has to stand on its own merits, Haase says.

“We have great products and solutions based on first-party data from retailers, inventory that is viewable and inventory that can be optimized via other retailers’ data, and it can be measured,” he says. “And that’s everything that agencies want today. They want media that performs and we have that in spades.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

A year ago, SAP joined forces with Microsoft and Adobe to launch the Open Data Initiative, a strategy that unites the data systems across the three companies to improve customer experiences for companies that operate across all three organizations. By creating a common data lake amongst them, customers can tap into all systems across Microsoft, Adobe and SAP at once to better inform their strategies. For example, Tillman says common data systems make it easier to utilize new technology tools like AI and machine learning at point of sale, which makes a company more relevant and able to respond to evolving customer behavior.

Most importantly, a unified approach to data makes it easier and more cost efficient for companies to take action and utilize the data they have.

“We live in a marketplace today where having data is not the issue, getting access to it and deriving intelligence from it is where the issue exists,” Tillman told Beet.TV in an interview at the ANA CMO Global Council. Siloed data, spread across hundreds or thousands of systems according to Tillman, is not only a resource suck in costs and labor, it also raises customer data protection concerns and areas of potential vulnerability. Working to clear these obstacles while building strategies on top of data-driven insights is the role of marketers today.

“What we need to focus on in particular as an industry is how do we work to reconcile these data sources more appropriately to the advantage of us as marketers, so we can operate with a higher sense of urgency, a higher sense of protection of data and ultimately then at an experience the customer will benefit from,” says Tillman.

The more partners join the Open Data Initiative, Tillman says, the better. Unilever is one example of a company working to build out its own data lake from Microsoft, Adobe and SAP’s sources.

“The more partners we can bring into this the more it helps become the advantage to the customer, so they don’t have to go through the different systems,” Tillman says. “We can do that for them.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

But is this now an industry that is led too much by the numbers? Or, put another way, is it time the “Mad Men” took over from the “Maths Men”?

Rishad Tobaccowala wants a better balance, and the chief growth officer of media agency holding group Publicis has written a new book all about that balance.

“People choose brands with hearts and not with numbers,” he tells Beet.TV in this video interview. “The more your business is only based on machines and spreadsheets, you will also be out of a job.

“You need both the spreadsheet and the story. What do people feel? What are their emotions? Without the humanity looking at the data, you end up in a different place.

“The entire business … is besotted with what I call plumbing… how you reach the right person at the right time. But no one is thinking about the right context and what you (should) actually say. (There is) too much plumbing, too little poetry.”

He says he is becoming fond of technology companies that use machine learning to predict an audience’s emotional response to a video before it is published.

Tobaccowala has written a book on “digilog” companies, ones where digital tools and analog people are integrated expertly.

Restoring The Soul Of Business by Tobaccowala is available for pre-order on Amazon, published by HarperCollins in January 2020.

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

Those are findings from a new report commissioned by AT&T’s ad-tech unit Xandr.

Kantar surveyed 2,004 consumers from the “general population” for Xandr’s 2019 Relevance Report. It found:

• 56% of consumers prefer to access content for free even if it means viewing ads.
• 70% have accepted ads as a part of their media viewing experience.
• 50% of consumers have a positive attitude towards advertising.
• 51% recognize the service that advertising provides and agree that it is good for consumers.

However, it is not all good news. The survey also found:

• 63% think advertising makes media consumption less enjoyable.
• 3 in 5 will skip or block any ad they can.
• 43% of consumers want opt-out tracking options.
• 31% want to give feedback if an ad is not relevant to them.

Most of all, repeat exposure to the same ad is emerging as a bugbear. Seventy-five percent of consumers feel advertising has become more frequent lately.

“They’re really tired of seeing the same ad over and over again and they also notice it even more when that ad could be considered obstructive or intrusive,” says Jill Siegel, Xandr’s assistant VP for Business Intelligence & Research, in this video interview with Beet.TV

“Consumers don’t dislike advertising. They actually do understand that it needs to exist. For one, it subsidises their cost of engaging with content that they want.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.  

“When we connected into [our values], it enabled us to talk to young recruits not just about our brands but why we’re here, how we’ll engage with you as a colleague and what opportunities we have to deliver,” Williams told Beet.TV in an interview at the CMO Growth Council.

Mondelez, which formed eight years ago, has a vast portfolio of brands, some of which have been around for more than 100 years. Brand purpose is a thread that runs through how the marketing arm of the company operates, particularly as the company has worked to reinvigorate legacy brands. According to Williams, Mondelez had to recognize that the customer landscape has changed, and how brands serve customers has changed, even within the last 10 years. “It’s about mattering to consumers, not about marketing to consumers,” she says. “Reinvigoration starts with a love for consumers.”

That approach has led Mondelez to diversify its marketing mix to include more opportunities for personalization on digital, social and data-driven channels, alongside long-standing channels like TV. Broad reach channels like TV help to drive ROI and raise brand awareness, but they have to be combined with more targeted channels.

“It’s important for us to recognize that the path to purchase has changed significantly. It’s not just about driving awareness and shouting from the rooftops about what your brand bundle is – it’s connecting with consumers across channels and doing that in a personalized way,” says Williams. “TV works as a foundational element of that plan, but it’s not the only element of that plan anymore.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

“Marketing can’t be everything to everybody,” Zarkin told Beet.TV in an interview at the CMO Growth Council. “It forces brands to be rigorous and disciplined in terms of what we stand for. We could talk about a lot of things, but what should we talk about. And more importantly what do we need to talk about.”

By creating a dialogue that targets the right customers with a specific message, Pearle Vision can build KPIs around what the marketing strategy’s purpose is for the brand. That allows the brand to be more effective in measuring results, according to Zarkin.

Those KPIs include topline sales, of course, but it’s also about reputation. “The most important marketing tool that a marketer has in their toolbox is word of mouth,” says Zarkin. “We’re very cognizant of the fact that marketing cannot control the brand narrative, but we can be involved in how we steward it.”

Customer relationships are core to the Pearle Vision model and marketing strategy, as the company may go 12 to 36 months between customer visits. “We take our loyalty program very seriously,” says Zarkin, which helps to create a cycle of exams, frame purchases and points of contact around content like tips and tools for eye health.

Winning the nine-mile war

Pearle Vision’s TV strategy ultimately comes down to striking a balance between national and local messaging. “We want to build a layer-cake approach where we’re using spot TV and national TV to create efficient brand awareness and consideration, but our business is at a local level,” says Zarkin. “We talk about winning the nine-mile war for patient acquisition,” which is where non-linear TV and OTT come in to help the brand build share of voice.

While national TV advertising raises brand awareness, and local TV advertising drives customers to local stores, attribution remains challenging. “Marketers have to be comfortable with a degree of ambiguity,” says Zarkin. “If someone can figure out how to take an ad on TV and prove that it drove sales, I think they’d be elected marketing genius of the year.”

This video is was produced in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

Standing behind issues beyond the brand

In recent years, Citi has focused in on purpose-related causes as part of their strategy. Breithaupt says that this is not only important for business and good for the world, but it’s crucial in employee engagement. 

“Employees feel better when they work for a company where they can be part of an action that’s driving something bigger in the world,” says Breithaupt.

Initiatives that Citi has been involved with recently include #SeeHerHearHer, a campaign launched on International Women’s Day that partners with musicians like Sheryl Crow, Maren Morris and Alabama Shakes’ Brittany Howard for mentoring initiatives, sponsorships and scholarships, and other efforts to strive for 50/50 representation of women in music. 

Television investment

According to Breithaupt, television isn’t dead, it’s just evolving. That doesn’t mean, however, that it doesn’t have its work cut out for it.

“The piece where I don’t think it’s evolved quite enough is on the attribution side,” says Breithaupt. “I think all the attribution models are somewhat flawed— you have platforms that are, for lack of a better word, ‘grading their own homework’.”

Still, Breithaupt sees television as a space for great opportunity, and assures that enormous audience, emotional appeal, and both audio and visual capability still makes TV a medium ripe for storytelling.  

This video is was produce in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page. 

While new breakthroughs in data and technology have brought new capabilities to marketing, including personalized messaging, Rutledge says “the customer has, and will always be, the North Star for American Express.”

Rutledge adds that while media has advanced, the more things change, the more that tried and true practices continue to be effective.

“Some of this is all about that human touch,” says Rutledge. “Those customer relationships one at a time, that human connection, is just as important now as it was 10, 15 years ago.”

This sense of connection is paramount to Rutledge’s role as CMO.

“I really see the CMO as sort of the chief collaborator or the chief connecter,” she says.

Among the list of critical roles that she highlights for the job is maintaining close relationships with the CEO, CTO and CIO, being a change agent for your team, having a focus on agility, both for yourself and in leading other teams, showing expertise in your craft in how it relates to the customer, and having that creative or innovative spark. Marketing teams can’t be siloed from other departments – to be successful, they have to work across them.

All of this, of course, comes with the responsibility of being the glue for the company as a whole.

“[It’s] kind of all wrapped together with being that integrator, that connector.”

This video is was produce in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

That was the message from the leader of an umbrella group representing tens of thousands of US brands, as his own conference got under way this week.

Bob Liodice, CEO of the Association of National Advertisers (ANA), spoke with Beet.TV for this video interview at ANA’s Masters of Marketing Week in Orlando.

“As we lost sight and gotten distracted by the shiny objects of all the new media forms, the emphasis on building our brands began to de-emphasise and it went away,” Liodice said.

“Growth is the most important issue, the function (that) marketing has to focus on. A 1%, a percentage change in the growth rate of the Fortune 500 will elevate sales by $500 billion over three years.”

The ad industry has spent the last 10 years in rapture to a host of new technology super powers, much of which has allowed brands to combine data sources to find specific audiences around the net and then buy ads to them in a microsecond.

In 2019, the focus is shifting slightly toward opted-in relationships with known audience members, following privacy outcries.

Additionally, Liodice’s sub-text is, at the high level, brands need to drive real business growth, not just obsess over low-lying efficiencies.

He calls the current moment a “puddle of confusion”.

“Now a marketer has to understand about data, has to understand about brand safety, understand about ad fraud, things that they typically have not spent a lot of time or attention on and have had to grow up and realise that data is the heart and soul of optimum decision making,” he says.

“Those are enormous challenges and everybody is struggling with it in various ways. (Marketers) are leveraging technology to try to harness that. But, because most of us have not necessarily had the firsthand experience at how to harness that while simultaneously respecting the rights and privileges of the consumer, we end up making less than optimum decisions as to how to approach it.”

But being MasterCard’s chief marketer isn’t all about experience, however. The financial services company is also swimming in consumer financial data to better customize its own offerings and its marketing.

In this video interview with Beet.TV at the ANA Masters Of Marketing conference, Raja Rajamannar explains how his team is doing that, sensitively.

“As people are spending on their cards, the data is moving over our rails,” he tells Beet.TV. “We know things like where they are spending, but we don’t know who is spending or what they are spending on. We know the frequencies, we know the intensities.

“If I’m launching a new campaign or a new product, I’m easily able to … see the results saying that has my spending on the overall network gone up in that space or not. Based on those learnings, we can plan our media and all the promotional activities much better in a very, very well-targeted fashion.”

This year, MasterCard added “senses” to “Priceless”:

• Sight: New symbol brand, introduced in January, dropped the name from its famous interlocking circles.
• Sound: The company has a new “sonic brand identity“, a track scored with the help of Linkin Park’s Mike Shinoda, including a brief tune that will play whenever consumers use their cards in physical, digital and voice environments.
• Taste: Next up, MasterCard recently recreated four international restaurants in New York and one in Rome, aiming to “curate priceless experiences and make ‘Priceless’ tangible”.

“We’ve used the same dishes, the same menu, the same utensils, and people even speak Swahili,” says MasterCard CMO Raja Rajamannar in this video interview with Beet.TV. “You get a near-real experience as though you’re sitting on the beach, you’re watching the waves come by, and then slowly the sun starts setting.

“We’ll be, hopefully, embarking on this journey even more aggressively and launch a lot, many more restaurants around the world.”

This video is was produce in Orlando at the CMO Growth Council.  The series is sponsored by iSpot.tv.    For more videos from the event, please visit this page.   

Here’s what Pritchard wants to reinvent in the industry:

• Media, from wasteful, mass blasting to mass one-to-one precision using data and digital technology.
• Advertising, from ads that create clutter to ads that people look forward to watching.
• Agency partnerships, to get brand-side “hands on the keyboard.”
• Brand citizenship, to move from brands that are only about themselves to brands that are “a force for good and a force for growth.”

That’s no overnight reinvention, but Pritchard has made clear he’s not afraid of lofty goals.

At the the core of the reinvention in media and advertising is data. “Walled gardens are going to remain walled,” says Pritchard, so P&G worked to build its own customer database that now includes more than 1 billion customer IDs. From there, it can craft “smart” audiences, which Pritchard says goes beyond broad age groups to group customers around indicators like common behavior and demographics.

“Smart audiences allow you to use behavior and demographic data to precisely reach people, wiping out waste and increasing the ability to grow sales,” he says.

In China, this is playing out on a mass scale. In P&G’s “most advanced market,” 80 percent of the buying happens programmatically or automatically, which has reduced waste by 30 percent and increased reach by 50 percent two years in a row.

At the end of the day, Pritchard believes industry growth boils down to control. “Taking control of your own marketing and activities is growth.”

This video is part of Beet.TV’s coverage of the ANA Masters of Marketing Conference in Orlando, 2019.   The series is sponsored by iSpot.tv.  For more videos from the series, please visit this page.