FROM THE ART OF POS­SI­BIL­ITY TO THE ART OF DE­LIV­ERY 2. Blend mass me­dia com­mu­ni­ca­tions with the ben­e­fits of dig­i­tal mi­cro tar­get­ing

To reap the ben­e­fits of ad­vances in tech­nol­ogy, brands need to mas­ter their strat­egy and ex­e­cu­tion in tai­lor­ing mes­sages to tar­get in­di­vid­ual con­sumers

Campaign UK - - PROMOTION - Su­nando Das is the head of an­a­lyt­ics and data science at Kan­tar TNS

The con­tin­u­ous evo­lu­tion in mar­ket­ing – from mass to seg­ment based tar­get­ing – is a tes­ta­ment to mar­ket­ing’s pur­suit for reach and rel­e­vancy. This has been fur­ther fu­elled by the ever in­creas­ing digi­ti­sa­tion of these me­dia touch­points.

Thanks to ad­vance­ments in tech­nol­ogy and evo­lu­tion in ar­ti­fi­cial in­tel­li­gence (AI), ma­chine learn­ing (ML) ca­pa­bil­i­ties have en­abled hy­per­per­son­alised mar­ket­ing to the au­di­ence of one.

To reap the ben­e­fits of this tech­nol­o­gyen­abled art of the pos­si­ble, brands need to mas­ter three ar­eas. These are the tim­ing of per­son­alised mes­sages be­fore (and not af­ter) the pur­chase, align­ing the on­line per­son­alised creative with the off­line propo­si­tion, and en­gag­ing con­sumers with per­son­alised cul­tural con­tent be­yond branded con­tent.

1. Fo­cus on spot­ting and ac­cel­er­at­ing emerg­ing trends

Har­ness­ing the un­struc­tured dig­i­tal data sources can un­cover niche op­por­tu­ni­ties that might be­come ‘big’ tomorrow. The power of hy­per­per­son­al­i­sa­tion is in shap­ing and ac­cel­er­at­ing the emer­gence of a trend by per­son­alised tar­get­ing of the sub­cul­tures who are spread­ing the trend.

For ex­am­ple, the emer­gence of co­conut oil in cook­ing can be linked back to seven sub­cul­tures, with dif­fer­ent re­quire­ments, who ac­cel­er­ated the adop­tion of this trend. New cat­alytic ap­pli­ca­tions like this help drive the rel­e­vance of hy­per­per­son­al­i­sa­tion and ex­tend the brands tar­geted ad­ver­tis­ing. The fo­cus, un­til re­cently, has been mostly on tech­nol­ogy and cross-de­vice syn­chro­ni­sa­tion to en­able pro­gram­matic buy­ing in real-time. This has mainly been based on cus­tomer be­hav­iour in the mo­ment.

How­ever, we can sig­nif­i­cantly in­crease the rel­e­vance of hy­per­per­son­alised tar­get­ing by first de­vel­op­ing a clear pic­ture of the au­di­ence of one (based on their in­te­grated be­hav­iour history and at­ti­tudes across chan­nels), and then re­fin­ing it over time based on on­go­ing be­hav­iour.

In a tra­di­tional mar­ket­ing world, the bev­er­age brand (be­low) would have fo­cused on one creative con­tent route for TV based on their ‘lift-me up’ po­si­tion­ing. To­day they are grap­pling with an in­creas­ingly com­plex mar­ket­place. More com­pet­i­tive, more nu­anced and with count­less touch­points to man­age.

That’s why, now more than ever, this spe­cific hot bev­er­age brand needed to fo­cus on the right mi­cro-seg­ments.

By har­ness­ing un­struc­tured con­sumer con­ver­sa­tions via AI al­go­rithms, Kan­tar TNS iden­ti­fied nine mi­cro-seg­ments of which five would pro­vide the high­est re­turn.

Such an in­te­grated, hy­per­per­son­alised strat­egy is fun­da­men­tal to ef­fec­tive pro­gram­matic plan­ning and dy­namic con­tent cre­ation (two have been high­lighted in the ex­am­ple be­low).

3. De­velop a real-time in­ter­ven­tion strat­egy to drive be­havioural change and ROI

Brands need to con­sider the im­por­tance of cus­tomer ex­pe­ri­ence in driv­ing value through hy­per­per­son­al­i­sa­tion.

How­ever, ev­ery be­spoke ex­pe­ri­ence will not nec­es­sar­ily re­sult in an ac­tion dif­fer­ent from what it would have been via a non-per­son­alised ex­pe­ri­ence.

For in­stance, in the case of cam­paigns, adapt­ing the creative and/or me­dia fo­cus (among a rel­e­vant au­di­ence) based on analysing con­sumer feed­back in the first few days of the cam­paign can dou­ble con­sumer en­gage­ment.

En­abled by tech­no­log­i­cal ad­vance­ments, hy­per­per­son­al­i­sa­tion has the po­ten­tial to pro­duce more ef­fi­cient mar­ket­ing.

In con­clu­sion, hy­per­per­son­al­i­sa­tion will drive the con­ver­gence of strat­egy, in­no­va­tion, me­dia, cus­tomer ex­pe­ri­ence and brand de­vel­op­ment as a sin­gle in­te­grated piece of mar­ket­ing, rather than func­tions brought to­gether by in­ter­pre­ta­tive in­fer­ences.

It doesn’t mat­ter whether hy­per­per­son­al­i­sa­tion is viewed as a mar­ket­ing evo­lu­tion or a new revo­lu­tion. The key chal­lenge for brands is the ef­fec­tive ac­ti­va­tion of hy­per­per­son­al­i­sa­tion and not just the en­abling tech­nol­ogy.

“Brands need to con­sider the im­por­tance of cus­tomer ex­pe­ri­ence in driv­ing value through hy­per­per­son­al­i­sa­tion”

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