Question

Topic: Strategy

Making Smart Decisions On Intergrated Marketing Mi

Posted by dlevy on 4/22/2009 at 8:04 AM ET 500 Points
I have a client who is about to make some BAD decisions--based on only a couple of months of data--regarding their intergrated marketing mix. They've seen online registrations take a dip in February and March. So they are looking at the individual channel drivers to the registration path and are looking to cut the "underperformers."

One issue is teaching them not to make decisions based on a small data sample; that is a separate discussion.

The urgent issue is the mix question. The decision makers in this case are financial resources, who don't get the integration story, particularly as it relates to digital. They don't see how the channels impact one another. They don't see that by cutting an underperforming channel such as display advertising from the mix that this could negatively impact search, or how cutting DRTV could impact search and branding initiatives, etc.

Does anyone know of any case studies, guidelines or other resources that I can get my hands on in the next 48 hours? I am doing some scouring.
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RESPONSES

  • Posted by Jay Hamilton-Roth on 4/22/2009 at 9:28 AM Accepted
    There's a lot of great information available on Marketing Profs:

    https://www.marketingprofs.com/marketing/online-seminars/100
    https://www.marketingprofs.com/marketing/online-seminars/111
    https://www.marketingprofs.com/casestudy/22
    https://www.marketingprofs.com/4/macfarlane1.asp
    https://www.marketingprofs.com/6/miller1.asp
  • Posted on 4/22/2009 at 9:42 AM Accepted
    You might consider bringing in an expert (with great DM credentials) who can speak to your client about the importance of integrated marketing, with case studies and examples.

    If you need a referral/recommendation, let me know. (It's not me!)

    One of the problems with most case studies is that they usually focus on successes instead of failures, and what you need is an example of a failure when the client did the wrong thing. Of course, it would be nice to have a couple of each. (That's what an expert can bring you.)
  • Posted by joshuacrumbaugh on 4/24/2009 at 2:36 PM Accepted
    You know mbarber had a good point, but I would go about it slightly different. I would start by telling them a story about Benjamin Franklin (my favorite is the one regarding the funding of our Revolutionary War) - I then tell them how Ben Franklin used to make all of his important decisions. Positives on 1 side negatives on the other side add them up and see which has more points. This is typically used as a closing tool, but it truly works and gives your clients a reason to trust their decision. Provided you are prepared there should be no way they will be able to come up with more negatives that you can positives and if they can. They may just be right. Keep in mind that not all rash decisions are wrong. They are simply at a higher risk of being wrong.

    I'm dealing with a similar issue right now. I have built a mortgage lender's business by nearly 1000% in just over two years during the worst time our industry has seen in decades. I attribute a great deal of this success to our brand recognition and all of a sudden two weeks ago a VP decided he didn't like the branding and has been pushing the principals to force me to make revisions.

    Simply making the change and letting them see the negative effects won't work because they have enough back-logged business the effects wouldn't be seen for over a year.

    I definitely understand where you are coming from and your frustrations. It's difficult to do your job when everyone with any sales experience seems to think they know everything there is to know about marketing. Not even the best marketers know everything there is to know about this vast multi-faceted profession.

    Good luck and hopefully they will see your passion and understand why are feel the way you do.
  • Posted by dlevy on 4/24/2009 at 2:45 PM Author
    Thanks everyone. These answers were all very helpful.
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