Hunter Hestings: "We will no longer be called marketers, but become employees of engagement"
Hunter Hastings, author and director of EMM Group, presented at the ad: tech conference held in Chicago a new vision of marketing meaning in relation to metrics, process and involvement.
Presented as “a person who can give you not just the idea of ​​measuring brand involvement, but showing how it really happens,” Hunter Hestings, director of the Enterprise Marketing Management Group and author of The New Marketing Mission, made an excellent presentation of new marketing standards and outlined what will be necessary for prosperity in the new consumer-centric world.
Hestings began with a short definition of marketing: “understand the needs of people and meet them.” He then called three main directions that change the marketing landscape, starting from the “addressable consumer”: the recent emergence of the ability to identify and follow a particular person — online or offline — requires new ways to customize marketing messages and track their impact. The second direction is a new level of consumer control over content, which completely rebuilds the old marketing model of the "interrupt and annoy" type. These two phenomena, combined with the need of brands in the shortened marketing cycle, push events to new metrics and practices in achieving the Holy Grail of marketing: the best involvement in the brand.
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Required: new metrics
As the simple attraction of attention has ceased to be appreciated and brands began to demand the creation of a deeper involvement from consumers, the old metrics like price-per-click, are becoming less and less relevant. Hestings described the new measurement standards, which he called “customer engagement points”, which are similar to traditional media rating units. He said that there are three reasons why only a system that uses units of engagement can be applied in the marketing of the future: it is comprehensive, it uses a single global currency that works for different media and different geographic areas and can adapt to non-permanent, rapidly changing market conditions.
Within this system, each consumer contact is assigned a specific value based on consumer reports about which of the contacts were the most important for their purchase decision. Units of engagement can be expressed in absolute numbers — for example, the effectiveness of a given contact — as well as in relative numbers, such as a share of brand involvement compared to competitors. The value can vary in time, in space (geography) and depending on the target group - if we call only a few basic variables. For example, if I’m involved in car marketing, Hesting notes that “a lot of contacts can have a zero involvement value if the customer is not in the car buying cycle”, at the same time, the same contacts can have a huge cognitive, emotional or behavioral value for the same customer.
So that the audience did not look at the principles of involvement as a pure theory, Hestings drew attention to the studies conducted by his company, which demonstrate a “very high correlation” - about 80 percent - between the brand’s share in client involvement and its market share, thereby proving That engagement actually translates into sales.
Keyword: process
So, since marketers know what successful engagement is, the main question becomes “How do we change our approach to engagement? We need what developers call a congruence model ”- something that is more in line with the new tasks of companies related to consumer engagement.
The modern culture of “hierarchical (siloed) marketing structures” and “managerialism” prevent many companies from paying attention to these ideas, Hestings said. He pointed to the need for a more horizontal organization, as opposed to the existing vertical command-and-control model. In the context of the new marketing process, the incoming data - client details - will become the material that will be transformed into who, what, where, and how for the marketing campaign. The return from such a system will be measurable client involvement.
As the industry approaches this model, marketing organizations will need what Hestings called the “Champion of Involvement”, who would conduct research, as well as media and communication expertise to manage the process. In addition, they will need new tools, including software, allowing them to create instant reports right on the desktop, which will reflect the effectiveness of engagement and effectiveness, as well as the ability to instantly simulate small changes in strategy (what-if scenarios) and their possible effect on involvement.
Winners and losers
Any changes always bring one player more benefits than others and marketing in its reincarnation from the unpredictable, immeasurable and long-cyclical today to the effective, in terms of the process, tomorrow is also not an exception. Among those that will be left behind, according to Hestings, will be “advertising-centric or marketing-communication-centric” organizations, because they hold on to familiar tools too tightly and don’t pay enough attention to engagement. But smaller marketers and nimble, customer-centric companies will thrive because they no longer need huge budgets and huge advertising agencies to compete.
And, at the end, the entire industry will become less visible in itself. As Hestings says: “We will no longer be called marketers, but will become engagement workers”
Translation from English to:
blog.worldwebstudio.com
Presented as “a person who can give you not just the idea of ​​measuring brand involvement, but showing how it really happens,” Hunter Hestings, director of the Enterprise Marketing Management Group and author of The New Marketing Mission, made an excellent presentation of new marketing standards and outlined what will be necessary for prosperity in the new consumer-centric world.
Hestings began with a short definition of marketing: “understand the needs of people and meet them.” He then called three main directions that change the marketing landscape, starting from the “addressable consumer”: the recent emergence of the ability to identify and follow a particular person — online or offline — requires new ways to customize marketing messages and track their impact. The second direction is a new level of consumer control over content, which completely rebuilds the old marketing model of the "interrupt and annoy" type. These two phenomena, combined with the need of brands in the shortened marketing cycle, push events to new metrics and practices in achieving the Holy Grail of marketing: the best involvement in the brand.
')
Required: new metrics
As the simple attraction of attention has ceased to be appreciated and brands began to demand the creation of a deeper involvement from consumers, the old metrics like price-per-click, are becoming less and less relevant. Hestings described the new measurement standards, which he called “customer engagement points”, which are similar to traditional media rating units. He said that there are three reasons why only a system that uses units of engagement can be applied in the marketing of the future: it is comprehensive, it uses a single global currency that works for different media and different geographic areas and can adapt to non-permanent, rapidly changing market conditions.
Within this system, each consumer contact is assigned a specific value based on consumer reports about which of the contacts were the most important for their purchase decision. Units of engagement can be expressed in absolute numbers — for example, the effectiveness of a given contact — as well as in relative numbers, such as a share of brand involvement compared to competitors. The value can vary in time, in space (geography) and depending on the target group - if we call only a few basic variables. For example, if I’m involved in car marketing, Hesting notes that “a lot of contacts can have a zero involvement value if the customer is not in the car buying cycle”, at the same time, the same contacts can have a huge cognitive, emotional or behavioral value for the same customer.
So that the audience did not look at the principles of involvement as a pure theory, Hestings drew attention to the studies conducted by his company, which demonstrate a “very high correlation” - about 80 percent - between the brand’s share in client involvement and its market share, thereby proving That engagement actually translates into sales.
Keyword: process
So, since marketers know what successful engagement is, the main question becomes “How do we change our approach to engagement? We need what developers call a congruence model ”- something that is more in line with the new tasks of companies related to consumer engagement.
The modern culture of “hierarchical (siloed) marketing structures” and “managerialism” prevent many companies from paying attention to these ideas, Hestings said. He pointed to the need for a more horizontal organization, as opposed to the existing vertical command-and-control model. In the context of the new marketing process, the incoming data - client details - will become the material that will be transformed into who, what, where, and how for the marketing campaign. The return from such a system will be measurable client involvement.
As the industry approaches this model, marketing organizations will need what Hestings called the “Champion of Involvement”, who would conduct research, as well as media and communication expertise to manage the process. In addition, they will need new tools, including software, allowing them to create instant reports right on the desktop, which will reflect the effectiveness of engagement and effectiveness, as well as the ability to instantly simulate small changes in strategy (what-if scenarios) and their possible effect on involvement.
Winners and losers
Any changes always bring one player more benefits than others and marketing in its reincarnation from the unpredictable, immeasurable and long-cyclical today to the effective, in terms of the process, tomorrow is also not an exception. Among those that will be left behind, according to Hestings, will be “advertising-centric or marketing-communication-centric” organizations, because they hold on to familiar tools too tightly and don’t pay enough attention to engagement. But smaller marketers and nimble, customer-centric companies will thrive because they no longer need huge budgets and huge advertising agencies to compete.
And, at the end, the entire industry will become less visible in itself. As Hestings says: “We will no longer be called marketers, but will become engagement workers”
Translation from English to:
blog.worldwebstudio.com
Source: https://habr.com/ru/post/30889/
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