Cindy Koh
4+ of articles published
Logical Mind / Structure Developer / Syntax Strategist
Domain:
upGrad
Current role in the industry:
Founder at pmcurve.com (January 2023 - Present)
Educational Qualification:
Bachelor of Technology (B.Tech.), Major in Chemical Engineering with Minor in Mathematics and Computing from Indian Institute of Technology, Kharagpur
Expertise:
Product Management
User and Revenue Growth
Voice and Conversational AI
Games and Gamification
Video Content Management
Certifications:
Game Design: Art and Concepts Specialization (online) from California Institute of the Arts
About
Cindy is a self-described “bold and brutal marketing strategist”, she has an exceptional reputation and proven track record of consistently delivering stellar results from her focus and commitment to digital and innovative progress in her more than 2 decades of heading core consumer-focused functions including Data Analytics & Consumer Research, Customer Experience, Integrated Marketing and Branding, and leading inspired teams. The majority of her career has been spent in the banking industry, covering corporate, retail and private banking, during which she also had a stint contributing as an educator at the National University of Singapore and which she is now re-igniting in currently focusing on sharing her knowledge and experience via UpGrad.
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Transforming Customer Experience: The User Journey
It may be interesting to ruminate on the fact that when organizations, marketers or CX professionals address “transforming the customer experience”: what exactly is the transformation process attempting: the customer’s experience or the customer? It is a reality, and perhaps more often than we may realize, that organizations may not have all the necessary elements and resources to effect a customer experience and journey that a customer expects and values. These could include (accurate) knowledge, know-how, technology, budget, talent, time, etc. that may be in lack. And other possible, but very real factors, are inertia and/or the fear of change: and if we are completely honest about it, these latter factors are sometimes possibly some of the biggest and most significant ones that at best stops transformation dead in its tracks; and at its worse creates a messy outcome of processes that may be misaligned, incoherent, incomplete, and damaging in many ways. Best Digital Marketing Courses Online Advanced Certificate in Brand Communication Management - MICA Advanced Certificate in Digital Marketing and Communication - MICA Performance Marketing Bootcamp - Google Ads from upGrad To Explore all our courses, visit our page below. Digital Marketing Courses Fundamentally, once an organization has set a clear goal about wanting to give its customers the “best experience”, it needs to stop listening to itself, and start listening to the consumer. That is when an optimal user journey can be designed that will deliver the “best experience” as perceived by the customer (and not by the organization). Transforming customer experience has become a top concern for enterprises across numerous industries in the current business landscape. The user journey, which includes the complete procedure a client goes through when interacting with a brand or completing a purchase, is vital to understanding and optimizing the cx transformation. When considering the user journey, it’s essential to go beyond the physical steps and understand the emotional and psychological aspects involved. Customers don’t simply move from point A to point B; they experience a range of emotions, from initial interest and excitement to potential frustrations or doubts. By mapping the emotional journey, businesses can identify pain points and opportunities to create positive emotional connections with their customers throughout the entire experience. Stop Listening To Yourself, And Start Listening To The Customer It is easy, even for the best of us, to forget that often we are busy listening to ourselves, and not to the customer. With the vast complexities and complications involved in the transformation process, it is sometimes easier to deal with inertia, oversight, or to even convince ourselves that some things are fine the way they are. There are, however, many different ways of listening to the customer that can be implemented into daily processes, included in the structure of operation, and implemented into executions. And these practices will eventually lead to a constant and consistent mindset that is integrated to how businesses are run. In-demand Digital Marketing Skills Advertising Courses Influencer Marketing Courses SEO Courses Performance Marketing Courses SEM Courses Email Marketing Courses Content Marketing Courses Social Media Marketing Courses Marketing Analytics Courses Web Analytics Courses Display Advertising Courses Affiliate Marketing Courses Learn digital marketing courses online from the World’s top Universities. Earn Masters, Executive PGP, or Advanced Certificate Programs to fast-track your career. At the same time, there are also fairly simple fixes and quick wins which can be implemented, and sometimes the outcomes could surprise with the exponential returns. GDPR Compliance and Why You Should Know About it as a Marketer? There are many ways of “listening” to the customer, and below are some of the standard approaches, not necessarily exhaustive. Analytics of customer historical behaviours and projection of future propensity and potential which can be mapped onto both existing and potential customers Consumer research deriving insights from sample groups through various methodologies: Current campaign performance behaviour that builds deeper insight Social media listening Customer complaints and feedback Real life and real-time observations Current and potential trends and fads Regardless of the approach and methodology used, it is obvious that the information derived is only as good as the questions asked, as good as the data collected, and as good as the analytical intelligence behind it. The task of transforming a customer’s experience can be a formidable one when considering every single possible permutation of the journey that a customer can take. And it is tempting to attempt fitting the data we see, the information we hear, and whatever else that we perceive the customer to want and value, into the existing framework of what is available. However, transforming the customer experience must be both a lifelong objective that is based on a lifelong strategy that needs to be implemented, executed and reviewed constantly and consistently. It must also be a task that cannot exist in silos, but one that is both top-down and bottom-up in commitment and alignment across every function of an organization. This is particularly even more critical where the digital-social ecosystem has made the customer journey even more complex with the exponential possibilities that can occur. Approached from the fundamental consumer psychology, the customer’s needs and wants have not changed all that much: consumers still want value, regardless of the currency that it comes in. Perhaps the only difference, in light of technology, is the speed and the flexibility of platforms with which it is expected to be delivered. Digital Marketing Free courses to Learn Influencer marketing free course Introduction to advertising free course Influencer marketing right free course SEO basics free course SEM basics free course Email marketing free course Social media marketing introduction free course How to leverage user generated content free course Content marketing free course Fundamentals of marketing free course Brand marketing masterclass free course It is the capabilities through which consumer needs and wants are fulfilled that have changed, and depending on how these are utilized, can spell either positively or negatively for organizations. Personalization and Contextualization Each customer is unique, and their preferences, needs, and expectations can vary significantly. To deliver a truly transformative customer experience, organizations must embrace personalization and contextualization. By leveraging data and technology, businesses can tailor their interactions, content, and offerings to match individual customer profiles and specific contexts. This level of personalization enhances relevance, increases engagement, and fosters stronger customer relationships. Seamlessness across Channels Customers, in the modern digital era, interact with brands through various channels, including websites, mobile applications, social media platforms, and physical stores. It’s essential to guarantee a smooth and uniform trip across all these touchpoints if you want to transform the consumer experience. This requires integrating different channels, aligning messaging and branding, and providing a unified experience that enables customers to transition effortlessly between online and offline environments. Proactive and Anticipatory Service Organizations should aim to provide proactive and anticipatory service throughout the user journey to exceed customer expectations. By leveraging data analytics and predictive technologies, businesses can anticipate customer needs and address them before customers even realize they have them. This approach demonstrates a deep understanding of customers and showcases a commitment to their satisfaction and convenience. 5 Strategies to Grow your Startup when You have No Budget The User Journey: It’s Not Just A Physical Journey This is not referring to the difference between a physical or digital journey. This references the fact that even before the advent of digitalization, every consumer does not take just a physical journey when moving through the purchase process. The consumer moves through a journey that is not visible to organizations, and possibly to a large extent on a subconscious level for the consumer. The consumer journey is a process that is fraught with mental, emotional and psychological implications, the extent of which depends on the significance or importance of the purchase to the consumer. Layer on factors including seemingly unrelated distractions such as phone calls, crowds, noise, time availability, etc., and the list can be pretty much endless. A Real Marketing Example: DIY before you execute The Singapore SMRT network today comprises 157 stations, with an estimated 3,095,000 ridership daily (source: sgtrains.com). If an assumption is made that a commuter makes an average of 3 rides a day, there are about 1,000,000 commuters traversing the train network of 157 stations daily. Some of these stations cover a highly significant percentage of the 1,000,000 commuters depending on the day of week and time of day. It seems like a great idea to advertise at the SMRT stations, with such a huge concentrated traffic in any one place at a time. Well, theoretically so. In a DIY exercise, marketers were positioned at the various stations at different times of the day on different days of the week. Observations of commuter behaviour were made for a duration of 30 – 60 minutes per station at key traffic areas, and where advertising points exist. The Role Of Digital Marketing In Elections The results of this qualitative exercise concluded on some very important points some of which are listed below, and which should generally be obvious but easy to miss in the course of focusing only on the exciting traffic potential: Commuters are at stations for the obvious reasons of commuting, and more often than not, a majority of them are simply rushing for trains or to get somewhere. Commuters do not take much notice of their surroundings – and this is true for a good number of them even when at wait points (majority are either standing at the platform doors looking out for the trains or focusing on their digital devices). Ironically, the larger the traffic, the more some of the advertising spaces are blocked by the crowds. An important note is the “blind spot”: the same commuters generally use the same stations daily, and most surrounding elements eventually become blind spots to them. The above is not meant to dismiss advertising at train stations or to dismiss any advertising at all. The key point is: How many of us make the time and effort to deep-dive to that extent of understanding the consumer journey at a personal level (vs a theoretical level)? We have experienced hiccups and flaws in the consumer journeys we ourselves take and often wondered why something so simple is not tested, discovered, or fixed. If that doesn’t bother you, it should. A much bigger proportion, than we realize, customers are lost every second of the day not because a brand or a product is bad, but because the user journey is. Empowering Customers Customers should be given the tools to take charge of their journeys as part of the digital transformation customer experience process. Customers can move through the user experience independently and at their own pace by offering self-service options, intuitive interfaces, and simple tools. Empowering customers instills a sense of ownership and enhances their overall satisfaction and loyalty. Continuous Monitoring and Iteration The customer experience transformation is an ongoing process that requires continuous monitoring, evaluation, and iteration. Organizations should establish robust feedback mechanisms, both solicited and unsolicited, to gather insights directly from customers. This feedback, along with data analytics, should drive continuous improvements, allowing businesses to refine the user journey and adapt to changing customer expectations over time. Collaboration and Alignment Transforming the customer experience is not the sole responsibility of the marketing or customer experience teams; it requires collaboration and alignment across the entire organization. Breaking down silos and fostering a customer-centric culture is critical to ensure that all departments and functions work together towards a common goal: delivering exceptional experiences at every touchpoint. This alignment enables consistent messaging, streamlined processes, and a holistic understanding of the user journey. When Customers Are Lost Not Because A Brand Or Product Is Bad, But Because The User Journey Is Referencing the train station advertising example above, it is clearly more than worthwhile to spend the time and effort to evaluate the user journey. The follow through from the DIY exercise was administered with an eye-tracking device methodology, the objective being to bring forth further clarity, understanding and re-affirmation of the results of the first exercise. A selected group of commuters were given the eye-tracking devices and given a destination through the stations. Apart from the heat-map recorded of their visual attention, the commuters were interviewed after the exercise. The consolidated results was a clearer understanding of what commuters look at, what they pay attention to, what catches their attention (more), what they perceive, remember and comprehend (whilst fulfilling their commute objectives). Brand Equity: The Measure of Your Value to the Customer Putting together all pieces of information that included business and marketing objectives, target market and segmentation, research results, budget, etc., a strategy was mapped that addressed: viability of the advertising platform investment dollars tests and controls creative strategy In effect, the process addressed first and foremost what the commuter experiences based on the user journey, with better clarity of what would improve the commuter experience that would also benefit the organization. Whilst this example is based on a marketing advertising problem, the thought process applied is not much different from evaluating the consumer’s experience through different channels and what is consumed through the journey. upGrad’s Exclusive Digital Marketing Webinar for you – What’s new in Marketing? document.createElement('video'); https://cdn.upgrad.com/blog/rumi-ambastha.mp4 Don’t Tear Down A Building Just To Fix A Door… But Do Fix That Door One of the most critical, and expensive, user journeys is to fulfil acquisition objectives, and most of these journeys take place digitally or at least part of the journey will, at some point, take place digitally. Many businesses drive or are working hard at driving, the acquisition closure to a digital platform, which by and large usually sits on the organisation’s website. The key milestones of a user acquisition journey that gets past the advertisement stage, in very broad and simple strokes, can be as follows: sees an ad clicks on link lands on website Depending on the content of the landing page, the user has a multitude of options from thereon. However, it has been witnessed in real situations that the drop-off at this stage can be 90% or more. And the overall drop-off rate proceeds to climb as the user progresses in the journey on the website until the final acquisition rate can be as low as 0 to 0.5% of the initial total number of leads acquired. How does a Digital Marketer’s Salary Grow? Layer on other elements and factors into the equation and the outcome could indeed become quite a disastrous one. There are is one basic rule of thumb in user journeys: Don’t Be Greedy It has been observed, often, that organizations attempt to squeeze as much as they can from a potential customer the moment they think they have the customer on the net. The customer ends up being led into a confused maze overloaded with over-information, over-sold and overwhelmed, and eventually leaves empty-handed. And we wonder why. And there are other basic rules of thumb in user journeys: “As few clicks as possible” is not a license to justify 5 to 50 clicks – it means 2 clicks, period: click on the ad, click to apply. And yes, it can really be that simple. If the customer lands up in no man’s land on your website out of the acquisition zone: there is nothing wrong with the customer, but there is something or everything wrong with your advertising, website, content, pathways, etc. Less is always better, unless it means customer incentives. Be it information, or a form that a customer has to complete, you and every customer will not be willing to wade through tons of paperwork to get a product they are paying for: keep it simple, and that means clear, transparent and succinct, fast and efficient. How to Increase Your Exposure And Revenue with Video Marketing Quick Fixes With Real Returns Are Possible Advertising Is it clear and accurate? Or is the consumer going to be confused or annoyed when the messages do not align between the advertising and the landing page? This happens more often than we believe and is one of the key causes of high drop-offs – at times due to genuine lack of know-how or errors, and at times deliberate attempts to entice a consumer bordering almost on false advertising. Whatever the reason is, whilst there may always be a teeny possibility that the enticed consumer may actually bite, the likelihood is tremendous that you either lose a customer now or a customer forever. Landing Page Is this where your call to action can be acted upon by the customer? If not, how many more clicks before the customer gets there? And why would you send a customer to a landing page that is not at the heart of fulfilling your core objectives? Again, this is actually based on real scenarios where it is hard to fathom why this is deemed rational. Popular Digital Marketing Blogs Beginners Guide to YouTube Marketing : Complete List How to Monetize Your YouTube Channel? Top 5 Actionable Steps The Complete Guide on setting up a LinkedIn Company Page Everything You Need To Know About Digital Marketing A Complete Guide to Digital Marketing Strategy: What it is and How to create it? Digital Marketing Tutorial: A Step-by-Step Guide To Become an Expert Future of Digital Marketing: How It Goes From Here Importance of Digital Marketing: Top 10 Reasons Your Business Needs it Digital Marketing Challenges: How to Win Amidst the Challenges in Digital Marketing Point of purchase or application form Banks are notorious for their seemingly endless forms requiring a vast amount of information to be completed. Whilst this is really due to mandatory regulations, marketers are not completely helpless. In another real scenario, an application form was simply given a makeover with a creative re-layout, without removing any of the required information fields. The result was phenomenal – applications submitted doubled in the 1st week of the launch of new application form, with an increase of 30% sustained over the longer term. That is, drop-offs reduced, and yes the conversions of submitted applications did not just sustain but increased by about 5%. Humans are visual creatures, and all it took was the difference of a simplified form layout that still required exactly the same amount of vast information to be submitted to make a significantly positive change to the outcome. Hence, perception is everything, which was a key highlight in the previous blog Brand Equity – the measure of your Value to your Customer. Top 30 Tools Every Successful Digital Marketer Uses If you wish to explore and become an expert in Digital Marketing, check out upGrad & MICA’s PG Certification in Digital Marketing & Communication. Become an expert in social media marketing, content marketing, branding, marketing analysis and PR.
by Cindy Koh
27 Jun 2023
5308
Brand Equity: The Measure of Your Value to the Customer
Commercial organizations exist to generate profits, and measurements are made to determine how successful profit objectives are. And from a financial perspective, in turn, contributes to measuring the value of the organization. This is the bottom line that an organization, shareholders and other invested stakeholders care about. So how does what a customer, or individuals who may not even be your current customer, think or believe about an organization has anything to do with its value? How would this impact the current and future value of an organization? How would you measure this, and what can you do with that knowledge? But let’s start with: what precisely is the value of an organization? Is it derived from what the organisation values in its customers – from which the organization’s financial value is hence culminated from the current and projected financial value of its customers? OR Is it the measure of what the customer values in an organization? And why is this differentiation important? Do these 2 values refer to the same thing? And if not, which should come first, or how should they come together? Let’s address each value perspective respectively. What An Organisation Values In Its Customers Many organizations measure what it values in its customers from a financial perspective primarily, and use that as a measure of the value of the customer. This could be the projected lifetime value of the customer (LTV), potential value of new customers, product cost & profitability, etc. As a result, often, the CFO becomes a formidable figure at the centre of business strategies and how businesses are conducted. And this in turn usually determines how customers are consequently treated. There is absolutely nothing wrong with this approach – after all, a business exists to generate profits that must secure its financial wellbeing. But how would this change if it was combined with a perspective that resides on the other side of the coin? And is there an innate organizational capability to develop that dual approach, and how could that be a strategic game-changer? From a financial perspective, summarily, the model customer is one who has a combination of several factors including recency, frequency, high spend volume, generate fee and interest income, has long customer vintage, low service needs, etc. Branding: When’s the Right Time to Start Many organizations may segment their customers in accordance to how many of these criteria they meet. In the process, deliberately or otherwise, a significant part of the customer journey and experience is defined through the value of rewards, service, incentives, etc. that are respectively extended to a customer or a customer segment. And with that, the organization has just defined its value to the customer. To which there should be expected a resultant outcome, and there is a scientific law to this: The above is just a symbolic explanation of Newton’s 3rd Law of Relativity which demonstrates that “forces always act in pairs: when an object is pushed, the object pushes back with equal force”. And sometimes, as we all know, mitigating circumstances generate an even bigger return force culminated from various factors and sources. There is a definitely a delicate balance to any approach, and difficult decisions are made daily within many organizations who juggle the many balls of financial responsibility, customer satisfaction, social responsibility, legalities and compliance, to state just a few. But the key questions are: what equal and opposite reaction are we willing to bear? And how would that impact the organization in the short and long terms? Marketing: Your Belief Is Not My Perception Organisations create their brand based on their defined mission, ideals, goals and objectives – and that is what they believe their brand to be, what it stands for, and what it is supposed to be understood as by the rest of the world. Then a bunch of consumers come along and decide that that organisation brand means something else to them. And in today’s world of consumer-led digital and social connectivity especially, a brand getting sufficient attention (positively or otherwise) can be almost redefined overnight, and sometimes with implications that may be immediate or insidious. Perceptions create beliefs, regardless of whether those beliefs are valid. And the perceptions of individuals are borne out of their personal natural and nurtured experiences and conditioning. As such, our belief is not necessarily someone else’s perception, and this can be despite all our efforts to convince them otherwise. So, what is the role of Marketers, and what can they do about this? And what precisely is “brand”? It certainly is not a picture or logo that represents an organization, although these can be strong symbolizations of what the organization stands for. You will find that there are many different definitions of what brand means to different individuals and organizations. Marketing ROI: Is it just a Number? But in a nutshell, we cannot escape the fact that the brand of an organization is fundamentally a consolidation of what it values and what it sells. What an organization values and what it sells is reflected in the way it conducts and presents itself in any form of public representation and communication. This organically creates an image of the organization, which is funnelled through the perception of the customer, and eventually emerges as the value that the organization is delivering. And this is where marketing, branding and communications play critical roles in contributing to the brand equity of an organization. A product or service can be enhanced or distorted in how it is presented and communicated. As such, the best product or service can lose its true and potential value, whilst conversely, a poor product or service can acquire an enhanced image, all through the “magical” lens of marketing, branding and communication efforts. Marketers and brand leaders need to be able to see not just both sides of the coin, but a 3rd perspective which is the entire coin, all at the same time: do the actions and what your organization sell uphold the values it professes to stand for? are these actions and values delivering to what the customer values? are both the organization and customer profiting respectively? Essentially, a brand exists to represent an entity (an organization, or a product, etc). But its realized value comes from the alignment of being recognized, accepted and appreciated as such by the consumer who converts. Analogically, a chef who cooks to please only his own taste buds without consideration of his most important audience – the diners – may fail to reap value from his efforts. But a chef who cooks to please only the diners may also not be able to realize his fullest potential. With that understanding, it is now quite obvious that a Marketer has to have the ability to see both sides of that proverbial coin, be the champion of both the Brand and the Customer, and perform that juggle successfully. In short, this is not a chicken or egg scenario – but both being equally important considerations that must be innate in developing the appropriate marketing & brand strategies and campaigns. How to Increase Your Exposure And Revenue with Video Marketing What A Customer Values In An Organisation In a brand performance study, certain broad value attributes often form the mainframe in gaining an insight into what drives a brand successfully, or otherwise, from the customer’s perspective. These are based on: What a customer perceives the value of a brand is across a range of corporate, product, service attributes What a customer values in a brand Comparative and competitive value perception The broad brand drivers that evaluate consumer perceptions include the following Awareness: Can I see you? Familiarity: Am I comfortable with you? Preference: Do I like you? Consideration: Do I like you enough? Conversion Propensity: Would I choose you? Referral Propensity: Do you matter to me? What You Sell, And What The Customer Buys What an organization sells is not necessarily what the customer buys. And this is what brand is all about. Unless you understand what the customer values, you cannot sell what the customer wants to buy. An organization can be great at what it does, but is that what matters to the consumer? It is critical not to just ask the customer what they think you are doing well at: But, even more importantly, is that what they value. With the brand performance evaluation framework, and with the right questions asked, marketers can possess an arsenal of knowledge that can enable them to develop strategies and campaigns that make financial and brand sense to both the organization and the consumer. A common scenario is still persistent even in today’s environment of consumer-centricity: many promotions still focus on “rewarding” consumers with what the organization wants to give or possibly worst still what it can afford to give (without considering what consumers value). In the process, not only is the investment wasted but along with it comes various opportunity costs including damage to the brand and ultimately customer satisfaction and loyalty. Whilst this may have been done with good intentions, from the perspective that at least we are making effort to give something, the point remains: the consumer’s perception is what matters. Obviously, you can’t afford to give all your customers what they want all the time, and you may not even have the capability of giving your customers everything they want. But your customer is going to appreciate less with more thought, than more with poor thought. All You Need to Know About Remarketing Your Brand Or The Customer’s Brand? When we start thinking of a brand as being the organization’s brand, we stand the possibility of losing the perspective of shared vested interests – because it is not just the organization here which has stakes. When a customer makes a purchase, in essence the consumer pays for a piece of your brand equity and makes a financial investment in your organization, which in turn is an investment in the interest of the organization. And in today’s world, the consumer wields significant power over brands through the digital-social ecosystem. And alongside the fiercely competitive environment organizations operate in, the consumer holds even greater dictatorial power. The Impact Of A Brand On The Customer Journey & Experience To deliver along the customer journey and experience, consider the brand drivers and how your marketing strategies and campaigns are aligned against each of them. In the previous blog on “Traffic & Leads: Accounting for your Accountability”, two key sections addressed this alignment with the customer journey & experience along with media and creative strategies and approaches. The development and application of media and creative need to consider the understanding that the marketer has of each of these driver performances. Where does your corporate, product or service brand stand – on its own, and competitively, for each of these drivers? And how does this affect each other, or new products and services? Lastly, product life cycles are shortening, under the duress of many factors that include the speed of technology and competition, consumer speed of changing needs and wants. The durability of a brand is what will make a significant impact and difference in business sustainability. And every marketing investment dollar must not only be striving to achieve short-term campaign returns but continually and insidiously building the brand equity. Traffic and Leads: Accounting your Accountability TheUpGrad PG Certification in Digital Marketing and Communication comprises a section on Brand that delves deeper into strategies and tactics alongside case studies. Learn MBA Courses from the World’s top Universities. Earn Masters, Executive PGP, or Advanced Certificate Programs to fast-track your career.
by Cindy Koh
14 Jun 2018
5141
Traffic and Leads: Accounting your Accountability
In the first and previous blog of this series, “Marketing ROI: Is it just a number?”, the discussion revolved around defining Marketing ROI. Recapping summarily, arriving at Marketing ROI requires the forethought of defining and understanding business and consumer objectives, with the support of data and insights, from which marketing objectives are clarified and strategies developed, before measures can be determined. The capability to digitise marketing has since given rise to being able to drive consumer response to advertising into the Sales funnel directly. This has made generating traffic and leads digitally one of the most critical objectives of digital marketing. This is especially in a market environment that has long needed a reprieve from the continually rising costs of the Sales function that has relied largely on physical resources and which has faced tough challenges under intense competition, intensifying consumer expectations, and escalating costs of human resource and premise rentals to say the least. Traffic and leads generation has thus become an accountability of the Marketing function, which, however, is also a double-edged sword for marketers: Being able to generate and measure quantifiable contribution to the business lends the Marketing function significant credence to its value. As a marketing accountability and performance indicator, without the end-t0-end full-funnel management and control, efforts can however be and likely often are hampered by many dependencies and variants. The ability to generate traffic and leads is, however, not an indicator of business success, yet. That is, until and unless successful conversion to sales, in alignment with business objectives, has been established. So, whilst generating volumes of traffic and leads may demonstrate (a certain level of) marketing success, where does or should the accountability end for marketers? And are marketers to be held accountable for the effectiveness of traffic and leads converting successfully into sales? But at this point, some may ask: why is the accountability of marketers relevant in the context of this discussion, when there is a much greater challenge over HOW to generate (more) traffic and leads? If marketers are not accounting for their accountability appropriately, then the quality of traffic and leads that they generate will not matter, so long as there is quantity. And this brings us back to “Marketing ROI: Is it just a number?”: and in this case, yes it is indeed just a number, and it could possibly be a meaningless one if all we care about is just quantity. And if the quality is not important, then it implies that getting anyone and everyone to respond to an ad is sufficient. But the question remains: will “anyone and everyone” CONVERT? And what is the cost of sifting through voluminous leads to get to a satisfactory end point? How to Initiate a Word Of Mouth Marketing Movement Learn Best MBA Courses from the World’s top Universities. Earn Masters, Executive PGP, or Advanced Certificate Programs to fast-track your career. Quality over Quantity: Why Settle for Just One? Firstly, resources are obviously far from being unlimited, and aiming for both quantity AND quality is an extremely expensive undertaking in the digital advertising world. (Note: The reference here is made to the execution of single campaigns and not to long-term strategies in acquiring volume that may span over a period of several years for instance). Secondly, big numbers may be impressive, but going for “quantity” is virtually a hunt for a needle in a haystack. Whilst there is no specifically definitive answer to what the Sales closure or conversion rate is (as different products, companies and industries experience different rates alongside different scenarios and computation methodologies), the point remains that the exercise of identifying qualified leads from a high volume of leads, and following up on those leads, not only completely defeats the programmatic targeting value of digital marketing, but is a highly time-consuming and expensive waste of resources. Before moving on, let’s qualify what has been discussed above: the point being made is not against attempting to generate large volumes of traffic and leads. Rather it is pointing out that it can be a futile effort when the objective is not realistic and even possibly self-defeating when quality is not the key focus (with dependencies and factors taken into consideration). What You Measure is What You want to Acquire If you have a good idea of what you are being measured on, that is, your Marketing ROI, you have taken the right 1st step towards being able to generate quality leads. Each time you run a campaign, you will get a set of responses which becomes the basis of sharpening your future measures. from which you sharpen your strategy, and hence your effectiveness, in improving traffic and leads responses and returns. Top 30 Tools Every Successful Digital Marketer Uses Don’t Call Me, I’ll Call You The best leads are usually the ones where the consumer proactively, and actively, seeks you out. That behaviour is indicative of a pre-existing interest, want or need. That much is obvious. The challenge lies in why, where and how the customer will seek you, specifically, out. And why they would choose you? What’s your Name? What’s your Number? What’s your Game? Historically, the Sales function, and even the organisations at large, has had little to do with branding as we know it today, with little to no understanding of its value and potential. Many organisations understood the presence of their brand as simply a representation by their logo, with little attention paid to the innate value of building brand equity as a long-term corporate strategy. In fact, the relationship between Sales and Brand was so far removed that Sales was long perceived as the backbone and driving force of an organisation in seeking revenues, and hence as what defines the value and worth of the organisations. Brand, on the other hand, has been perceived as a fluffy ideology whose existence is merely acknowledged as being aesthetically based with little tangibility, and little to contribute in hard monetary value. In the recent 10 years or so, Branding has been taken much more seriously by more organisations, where it has now become recognised as a critical measure of organisations value – because Brand Equity is the Measure of the Organisation’s Value to its Customer. As such, how can we generate any traffic and leads, much less quantity and with quality, when the customer does not know you exist? Are you visible? recognise you? Are you distinct and distinctive? understand you? Is your value clear, and do you communicate it well? feel attracted to you? Are you appropriately & aesthetically well presented and packaged? connect with you? Are you available, and accessible? desire to engage with you? Are you interesting, and genuine? take that final step to convert? Are you the most relevant, and valuable? Video Marketing: The Next Digital Frontier In other words, what is your Brand Equity? And what further equity are you building with the Customer Journey & Experience you have in place? Do you have the above points in place to effectively Attract, Connect, Engage AND Convert a consumer? But Brand Equity, like the roads of Rome, is not built overnight. It requires a clear organisation mission and a long-term strategy, with sustainability through many aspects of an organisation’s actions and activities, and with a substantial contribution from marketing efforts (upcoming blogs will address Brand Equity in greater depth). The Consumer Journey & Experience: Is it the Road to your Success? It cannot be over-emphasized that the consumer journey and experience has a lot more to do with failure to achieve traffic and leads than probably realised or addressed. And this is not exclusive to marketing digitally: the consumer journey & experience has existed since the first seller-buyer transaction took place, and it has always been a critical decisive factor in the success or failure of businesses. The digitalisation of the process has just made this factor a lot more obvious. And whilst the consumer journey is by no means a simple straight line, very often businesses complicate this further, to their own detriment, with unnecessary complexities in the engagement of the consumer through the line. To illustrate the journey in simple(r) terms, we segregate the consumer journey into 3 key milestones: 1st touchpoint Product evaluation Purchase closure (or Abandonment) And this is a checklist for the Consumer Experience throughout that journey: Communication: clear, consistent & succinct? Value proposition: transparent & appealing? Incentives: value-add & valued? Reputation: positive & lauded? Accessibility: available & convenient? Aesthetics: appealing & value-add? Process: fast & seamless? Fulfilment: easy & timely? Service: knowledgeable & helpful? Product or service: received to, or even beyond, expectations? At every of the above key milestones, it is only natural that organic drop-offs will occur. However, it is also possible that as much as 80% or more traffic drops off after stage 1. Even if your focus is on marketing digitally, be aware that consumers can get to the 1st Touchpoint through a multitude of channels that include physical sources. Whilst it may be impossible for the marketer to control and manage every single channel for various reasons, there are some key actions that can be taken to maximise what you can control and manage, where Consistency and Clarity across all media and channels is one of the key factors. Win your Organic Reach back – Beat Facebook’s Algorithm Changes Don’t put your Consumer on a Carousel Marketers now have access to a growing range of physical and digital platforms with which to present their wares, including physical and digital Paid, Owned and Earned media and channels. The growth of these resources is, however, accompanied by the complexity of omnichannel management. Omni-channel strategy and management from a marketing and brand perspective will be addressed in detail in future blogs, but in summary here, it needs to be emphasized that (over and above the sales process, operations, fulfilment and other related processes) for the Marketer: Media and creative mix strategy is critical, upon which a content strategy is imperative. Note: content referred to here includes all communication content across paid, owned and earned media and channels as a catchall. With extensive media and channels at the marketer’s disposal, it is only too easy to end up with a convoluted maze-like journey of inconsistency and lack of clarity that frustrates the consumer. Before the consumer gets to the conversion point, take a look at what the number of: channels the consumer may need to go through clicks the consumer has to make distractions that the consumer encounters It is already a difficult if not impossible task to state unequivocally that a consumer journey will take a certain route: for instance, will a consumer who sees an ad on a digital device actually click on it, peruse the offer and from there make a decision? The reality of a consumer journey is usually much more convoluted and unpredictable than that. And the reality of a probable consumer journey could be as follows: see a digital ad but may not click search for more information on forums, social sites, etc. get distracted and do something else What went wrong here? OR see a digital ad calls someone for information goes to a physical shop to view product goes home makes online comparisons and ends up buying another brand’s product And you were abandoned: so what went wrong here? Many things can, and they often do, go wrong for businesses amidst the Consumer Journey. So don’t make your task more difficult by developing a Consumer Journey and Experience that is further self-defeating. The above sets the foundation for supporting the generation of traffic and leads more effectively, following which addresses the next stage: media and creative execution. Why Digital Marketing is a Must Know for all Professionals? Media & Creative: Target, Test & Measure, and Repeat, and Repeat… It is imperative that marketers are clear about the objective of each media that they adopt in order to optimise the value of each, and getting a greater return than the sum of parts with the overall media mix. And it goes without saying that regardless of whether it is Search or Content or Programmatic or Creative, AB testing and comparative measurement on a regular basis are must-dos across media and channels. There are many different media and channels, segregated into Paid, Owned, Customer-owned and Earned, further segregated by Creative applications, and which can then be combined to suit different objectives. The following is not necessarily exhaustive but addresses some key points around media and creative execution. Summarily, it needs to be highlighted that it is neither always necessary, nor in reality, sensible, to attempt covering every single media or channel. SEM and SEO go hand in hand must be “Always-On” search loves (relevant) content content needs a link strategy Programmatic Advertising don’t force-feed your media into creative formats be clear who your core target profiles are: it’s never everyone don’t try to target every segment on every media, each media has its own unique strength Re-Marketing follow through, but don’t stalk if you fail twice with the same target, it’s probably better to move on don’t force the same creative or message repeatedly, it is self-defeating Email and Text utilise these excellent and powerful communication vehicles judiciously and sparingly, more is definitely not better. segment smartly: you may not be always knocking on the correct door, and you may not always be welcome. Maximise Owned Channels Spring clean regularly: excess or redundant content or pages and dead links on your website is akin to trash left around in a physical shop that visitors and consumers have to navigate around – they will leave and never return. Focus on what you want each page to achieve: attempting to induce the consumer with cross-selling and up-sell information and links when you have not closed the first sales could result in completely no sale. Building SEO: it’s tempting to overkill with content: relevance in content, simplicity in language, clarity in communication remains the key. Differentiating Media Purpose just as you won’t be welcome selling products at a social setting in the physical world, the same goes in the digital world. some media and channels are better for just building brands and reputation. Content Strategy utilise and maximise social, owned and earned media assign different purposes between paid and free media with differentiated content develop relationships between factual and emotional content across media content does not always mean hard-selling or promoting your product, it is more valuable if it is a value-add resource that for instance demonstrates, shares or supports information that showcases the organisation’s expertise and the values that it upholds Creative Communication don’t force-feed your creative into media formats don’t make speeches, tell (short) stories don’t state facts, connect with emotions don’t hold a monologue, encourage interaction don’t jump on media platform or creative trend bandwagons, what suits one product may not be appropriate for yours Launching Campaigns with Strategy Don’t jump into peak periods unless you are the leader or a key competitor Even then, find your key strength and create your own niche Don’t pitch your product against the competitive key strength unless you can win, you may be better off working against your competitor’s weakness But the bottom line still remains: don’t be very good at something very irrelevant Performance Measurement & Reports It is tempting to check responses and results obsessively when a campaign is launched. However, it is probably more productive to have a standard report that is reviewed on a fixed periodic basis – unless something has gone superbly well, or horribly wrong, and needs immediate attention. A performance report template should be kept simple, and include the performance of each media and each set of creative for a pre-decided period segment (weekly for instance), and summed up at the end of the campaign. This set of results is then tagged onto your owned channel if that is where consumers are clicking through, and finally onto the Sales conversion funnel. Media & Creative Performance Set Targets Budget assigned Number of Clicks CPL / CPM CPA Search keyword comparative performance Creative comparative performance Cost- efficiency and media comparative performance To-date Achievement vs Total Target Owned Channel Performance Consumer pathway evaluation Track drop-off points and quantum for evaluation leading to fixes where needed Sales Funnel Performance Number of conversions CPA Possible spillover cross/up-sell Sales performance comparison across the various Sales pipelines What is just as important as measuring performance is to also use these results to analyse the gaps which almost always can equate opportunities when addressed appropriately. Is Free Less Valuable? On a closing point, there are businesses that do a superb job of maximizing the value of their owned channels, be they physical or digital. Often, however, owned media doesn’t seem to get as much attention as Paid media because it is “free” and they become almost a blind spot to the business (but perhaps not to the consumer). Owned channels are, in fact, one of the most valuable resources, and sometimes one of the most expensive assets of organisations. It would be interesting to evaluate how these can be converted into generating further returns. Email & Text: Who owns them? And on the same subject of “free”, email and text are perceived by some marketers and businesses as owned media (because you have the addresses and phone numbers?), and “free” or “cheap” because of the sheer number of people marketers can hit, and hit in one fell swoop. Actually, we have the wrong end of the understanding here: email and text are owned by the consumer, not businesses. Knowing someone’s address does not mean you can enter their home freely. The same as such must apply to consumer-owned email and text. But it is precisely the aforementioned attitude or belief that has had consumers inundated indiscriminately with incessant and intrusive advertising. Marketing ROI: Is it just a Number? Email and text when used smartly and discriminately have huge potential in moving a consumer quickly through the pipeline of Attract, Engage and Convert, and can function as powerful independent or support marketing tools. For an in-depth understanding of these various marketing tools, and become an expert in Digital Marketing, check out upGrad & MICA’s PG Certification in Digital Marketing & Communication. Become an expert in social media marketing, content marketing, branding, marketing analysis and PR. If you want to learn more about marketing and entrepreneurship, Liverpool Business School & upGrad offers Master of Business Administration (MBA) Liverpool Business School which helps you to transform your career. The program provides 1-on-1 mentorship from industry leaders, 1-week immersion program at University campus, dual credentials (MBA from LBS & PGPM from IMT), network with peers at offline basecamps and more.
by Cindy Koh
02 May 2018
5259
Marketing ROI: Is it just a Number?
As all marketers know and have experienced, Marketing ROI (Return on Investment) has long been a controversial topic within organisations. Not only in what to measure, but how to measure, and even more importantly, what successes can and should be attributed to Marketing efforts. Before the advent of Digital Marketing, marketing efforts were notoriously difficult to measure in quantifiable terms. This, often, meant that assessing effectiveness towards progressive and future actions came under intense scrutiny for excessive justification of further monetary investments. Learn digital marketing courses online from the World’s top Universities. Earn Masters, Executive PGP, or Advanced Certificate Programs to fast-track your career. Marketing ROI, when defined, appreciated and valued correctly, under an appropriately structured Marketing organisation and role, is a critical and significant corporate performance indicator. It carries with it both direct and indirect reflections of how an organisation is performing against the expectations of its most valuable asset: the customer. As such, defining Marketing ROI, its measurements and its values, is neither simply a task of defining a single quantitative return, nor is it a simple task. The complexity of Marketing ROI goes even further and beyond the unity of business and customer performance, leading to the critical value of corporate brand equity. To qualify, whilst a single quantitative ROI is certainly not erroneous, but in fact useful as a snapshot of achieving against projected expectations, as well as being a KPI for assessing the marketing team’s performance, it is not always possible for different objectives to adhere to one fixed ratio. In addition, it also depends on various other factors that include, but not limited to, the nature of different businesses, the maturity of a business, industry and consumer market, etc. You can’t decide what to measure, and you can’t measure achievement until you know where and how you are getting there. Do You Wake Up With Data On Your Mind? You Should In organisations where CRM (Customer relationship management) technology and data analytics existed, these were perfect partnerships for enlightened marketers. Whilst a 100% accurate attribution would be difficult, nevertheless, there is more than sufficient data which, if analysed correctly with the appropriate evaluation inputs, and fairly assessed, would have gone a long way in providing indicators of marketing performance. The reliance should, however, not be on data alone, as otherwise the adage of “rubbish in rubbish out” would neatly apply in such scenarios. In relying on data to support a truer reflection of marketing performance, the responsibility lies heavily on the marketer to ensure that marketing efforts are strategically developed and implemented, and measurements aligned against the defined objectives and strategy. Simply put, don’t expect to launch a campaign “targeted at anyone and everyone with any proposition and incentive” and expect data to give you any logical or useful outputs that support an assessment of performance or productive determination of future actions. 4 Customer Retention Strategies You Never Tried Listening Doesn’t Require The Most Sophisticated Technology, Just An Open Mind There is a vast amount of internal quantitative and qualitative data that exists in most organisations – if you know where to look. Apart from the most obvious transactional data, quantitative and qualitative data can be found in many areas that are often overlooked: feedback and complaints from your customer service department, sales on-ground experiences, operational processes, etc. Don’t Be Very Good At Something Very Irrelevant Qualitative data is the twin to quantitative, providing it with the depth needed to go beyond the patterns that quantitative data yields. Together, it could be a much more incisive tool to determine that what you are delivering is perceived by customers as Relevant and Valuable. You Are The Company You Keep Wouldn’t the most telling sign come from you yourself? You may be the most enthusiastic marketer about your product, but would you adopt your product or service without a second thought? Would all your colleagues? Who are the partners who would love to work with you and your product or service? What is the standing of these partners in their own industries with customers, and amongst their competitors? Are they at the top of their game? Or are they scramblers looking for any opportunity? How inclined you and the organisation’s employees are to enthusiastically adopt your own products or services, and who the partners are willing to work with you, are some of the truest reflections of how your brand (your organisation, products & services) is perceived, and in turn the value and potential of the organisation’s brand equity and competitive value. In short, how successful marketing and sales are likely to be. upGrad’s Exclusive Digital Marketing Webinar for you – What’s new in Marketing? document.createElement('video'); https://cdn.upgrad.com/blog/rumi-ambastha.mp4 Future Marketing: The Ultimate Collaboration of Branding with AI You Have To Rock Before You Can Roll… Strategically developed and implemented marketing efforts require sound and solid fundamentals before campaign mechanics are formulated. More often than we realize, campaign mechanics are mistakenly understood for being the “strategy”. Business Objectives: Some Evaluation Examples What are the quantitative and qualitative goals? Are the goals confined to campaign outcomes only, or are there longer term achievements expected to be derived after the campaign? What is the customer value proposition and how is it positioned competitively? What is the market (economic, competitive, customer) environment that will support or challenge the objectives? What support do your customer channels and service proposition bring to the objectives? The afore-discussed data and information together should give rise to the questions and challenges as follows: Customer Objectives: Identifying the customer segment(s) and value perception A clear understanding of your customer value proposition: Why would the customer value the product or service? Why would the customer choose that product or service over your competitor? Who is that customer? Where is that customer? How does that customer purchase such a product or service? What does the customer expect over and above the product or service: what other value-added services such as customer service, incentives, etc. When do customers want such a product or service At every step of the above, what data supports your responses? Marketing Objectives: Integration of business and customer needs Brand positioning: corporate consistency, appropriate product or service proposition representation, competitive differentiation Communication: simplicity, transparency, accuracy Creative: supports and adds value to proposition and communication; a key competitive differentiator Media/Channels: Paid, owned and earned Volume, Frequency, Recency: budget dependent; media mix strategy Timing In short, spend that “first 4 sharpening the axe” of your strategy, and only from where should the campaign mechanics be developed, and in turn what can and should be measured clearly established.It is apparent that at this point that there are many possible measures, and these should be identified during this planning process and clearly structured within the plan. Measure Around Your Key Objectives & Strategy Comparing before, during and after campaign performance: of product, customer segment, transactional type, etc perspectives Comparing previous campaign performances: identifying elements which may have worked or failed in either, and the possible reasons behind them Overspill, attributable returns: across non-targeted products, services or customer segments Comparing performance by different media/channels: identifying and relating channels to customer profile to product/service to behaviour to transactions etc. Longer term performance measurement: sustained customer behaviour post-campaign Strategic performance measurement: brand equity KPIs Observations that can be further leveraged from analyzing performance measures: Possible trends and patterns that may have emerged in customer behaviours Tracking customer performance over a longer period of time post campaign: this is one element that is frequently overlooked And there are 3 key funnels that can yield actions that are potentially useful and high-returns: Channel: absolute & relative effectiveness, and the main role of each of paid vs owned; physical vs digital Brand KPIs: significant movement, if any, of a particular indicator Sales: funnel stage drop-off rates Importance of Digital Marketing in Logical Business Decision-Making The Marketing ROI Ratio Different businesses in the same industry and businesses across different industries may define differently what constitutes Marketing investment. The most obvious marketing expenses comprise the direct cost of all paid media, related creative & production costs of paid and owned media. Compute this against the returns that you have identified as defined above, and that is one ROI that will be derived. In certain businesses, attributable costs such as internal technology developed to support, or the cost of owned channels used to promote marketing campaigns or communications, for instance, could be included. This is dependent on the business model of each organisation. Generally, Marketing ROI ranges from 1:2 to 1:4 – meaning that for every $1 of marketing investment, returns range from $2 to $4. This is only an average range indicator, which as highlighted is dependent on other factors including what returns are or can be attributed to Marketing efforts, directly and indirectly, the time period of projected returns, etc. Digital Marketing Simply put, digital marketing is marketing via technologically supported channels. As a tool that allows intrusive inroads into the lives of consumers, a platform that supports user interaction, and a conduit that has the ability to communicate user behaviour, technology has become a critical game changer for marketing. So What Has Changed? The crux upon which the success of marketing lies is, however, unchanged: it is still the customer who must remain as the key focus of any business. In fact, the digitalisation phenomenon has brought the consumer even more to the forefront focus of businesses and forced the issue of making the lip-service of CRM Customer relationship management, customer experience, customer focus, customer segmentation, etc must-have realities for businesses who don’t want to find themselves left out in the cold. Marketing fundamentals have not changed: it just has an entirely new technologically-driven platform to execute on. Customer fundamental needs have not changed: consumers still desire to be richer, happier, healthier, etc., but now they want all that even faster, cheaper, better, easier. Technology has made much of this possible and continues to evolve with a speed (and investment cost) that businesses are struggling to keep up with. The immersion and involvement of consumers in the use of technology goes beyond the physical with impacts and influences that are emotional in nature. This has given the consumer the power, and the motivation, to dictate what, how, where and when businesses must deliver. 10 Influencer Marketing Strategies You Should Know [Gifographic] Stretching The Long Arm Of Digital Marketing The scope of marketing digitally to consumers is left only to as far as your imagination can stretch across the numerous platforms marketers can avail themselves of, on both paid and owned media. Search and *Programmatic marketing are 2 key paid digital media platforms available to marketers, where for the latter, consumers can be targeted by profiles, shown ads across a myriad of media including videos, dynamic or static display ads, etc. In short, highly specific targeting based on profile and behavioural mapping, predictive analysis, etc across many different attributes is now possible with digital marketing. *Programmatic marketing: automated bidding on advertising inventory in real time, for the opportunity to show an ad to a specific customer, in a specific context. Best Digital Marketing Courses Online Advanced Certificate in Brand Communication Management - MICA Advanced Certificate in Digital Marketing and Communication - MICA Performance Marketing Bootcamp - Google Ads from upGrad To Explore all our courses, visit our page below. Digital Marketing Courses In the age of digitalisation, planning and executing with a strategy is just as critical. The only difference, and sometimes that is the most critical difference, is the ability to respond speedily just as results can be obtained as speedily. And this ability lies in having (correct) measurements in place, which are being reviewed regularly for observations and interpretations of gaps and opportunities towards attaining set objectives. Measuring Digital Marketing Efforts Apart from the measures discussed above, Digital Marketing media and creative performance provide a vast amount of data that can yield actions that could make a significant difference to the final outcome to achieving business goals. Apart from measuring the details of performance for each media and creative, the most critical measure is the Consumer Journey. Touching on media and creative performance first: it is obvious that every media be it Search or Programmatic should be measured against set objectives to $investment. Target achievement % at X Period vs Total Period Target: where are you at X Period? How far are you from Total Period Target? At every X Period, compute a simple ratio of effectiveness: Achievement/$Spent. How is this compared to previous similar campaigns? How is the effectiveness of each media compared to each other? A/B test your creatives: that doesn’t mean to limit your creatives to 2 versions. You can have 3 or 4 versions, but it probably will not make sense to have more than 4. What you test depends on your objectives, but you do need to be focused on what precisely you are testing for. In-demand Digital Marketing Skills Advertising Courses Influencer Marketing Courses SEO Courses Performance Marketing Courses SEM Courses Email Marketing Courses Content Marketing Courses Social Media Marketing Courses Marketing Analytics Courses Web Analytics Courses Display Advertising Courses Affiliate Marketing Courses Consumer Journey: Paid to Conversion Measures In other words, the Sales Funnel. Whilst most measures focus on successes, what may be even more significant is to measure failures, ie drop-offs. At every key stage of the consumer journey, measure the percentage of drop-offs and ask “WHY?”. Drop-offs can be as large as >90% at even the 1st stage of the consumer journey after being shown an ad. And that 1st stage is usually your owned media – website – where the consumer has been invited to visit via clicking an ad. This is one of the biggest mistakes many organisations have made, are still making, and either not aware of or has not done anything about. The opportunity cost is dual: marketing efforts may have been successful in doing what it is supposed to do by bringing the consumer to a level of interest, but the failure to sustain that interest means loss of marketing investment; because of that failure to bring the consumer forward through the Sales funnel, the second cost is Sales opportunity, and hence a business objective gap. Converting Visitors into Leads [Marketing Strategy] As highlighted earlier, Marketing ROI is complex, but its complexity is in so far as it goes, a dependency on many factors, which also requires internal and external collaboration with Sales, Channels, etc, and agencies/media owners respectively. Further on in this blog series, we will touch in greater detail and expand on the various topics, that we had to address here as influencing or related elements. If you wish to explore and become an expert in Digital Marketing, check out upGrad & MICA’s PG Certification in Digital Marketing & Communication. Become an expert in social media marketing, content marketing, branding, marketing analysis and PR. 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by Cindy Koh
04 Apr 2018