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衡量您的机构对营销的价值的挑战

这个帖子是由Trinityp3 的创始人达伦·伍利创作的。 凭借他作为分析科学家和创造性问题解决者的背景, 达伦为营销过程带来了独特的见解和经验分享。 他被认为是机构薪酬、搜索和选择以及关系优化方面的全球思想领袖。

您如何计算或评估营销支出的价值?

在过去三年中,我们制定了大量旨在实现这一目标的项目,这是基于事实的营销支出价值评估。 具体到营销传播或广告,主要侧重于与外部机构和供应商的支出。

现在,你会认为这是几乎任何广告客户都可以自己做的东西。 为什么需要聘请外部顾问来评估您的机构和营销供应商的价值? 但事实是,大多数公司和组织没有数据或方法来提供其营销机构支出的价值。

原因如下:

会计系统仅收集支出

没错。 几乎所有机构的会计系统都可以告诉你最近的一分钱,卢比,泰铢,人民币,日元的花费。 如果支出编码正确,他们甚至能够告诉你在营销上花了多少钱,甚至可能是谁是供应商,以及一年中的哪段时间支付了费用。

但是,没有一种会计系统可以捕获所购买的支出或以该付款换取的交付内容。

当然,它可能会告诉你,截至2017年12月31日的365天内,媒体机构支付了27,459,875.42美元。 如果你幸运,并且支出编码正确,它甚至可能告诉你,1,372,993.75美元作为代理费支付,然后假设余额是媒体支出。 但是,这是为媒体? 如果是,则购买了什么类型和数量的介质?

这是假设营销支出被正确编码。 如果支出编码不正确,而营销支出最终没有用于营销或营销支出,则会发生什么情况?

这是我们经常发现的问题,无论我们被告知他们的账目情况如何,支出数据很少,信息的深度受到会计制度的普遍限制的限制。

客户通常会告诉我们,他们将进行数据收集,以减少项目时间表和费用,这必然导致更多的工作和更多的时间,因为提供的数据是难以辨认的,而且基本上毫无价值。

供应商和代理合同很少是最新的

关于代理和供应商价值的另一个数据和信息来源应该是定义客户和供应商之间商业和法律关系的条款和条件的合同。

近年来,这些合同变得越来越长,越来越复杂,因为公司包括从性别多样性政策到数据安全合规性和环境可持续性准则等各个部分,以满足政府的期望,投资者和企业战略。

但是,在定义这些附加要求和向合同添加更多页面和条款的过程中,它们往往忽略了最基本的商业考虑。

我们审查的合同中,很少提供薪酬模型的具体细节或用于计算费用的方法的细节。 这意味着,通常它被减少到一个年度和每月付款数字在时间表很少或根本没有指导,这个费用涵盖。

如果对固定器涵盖的内容有规范,则通常用名称或标题来定义固定器涵盖的实际人员。 但是,在合同时间表或用于支持保留人或费用计算的费率附录中,您很少看到费率卡,也没有对费用或保留程序涵盖的特定工作范围的定义。

当然,通常需要该机构提供一份清单或职责,但很少量化或具体说明。

机构资源不是衡量价值的尺度

通常,在分析代理费用或根据保留的机构资源数量支出时会出错。 第一个问题是,费用只是支出的一部分,而保留者往往只支付所使用的代理资源的一部分。 So getting the definition right is important as you could be creating a misleading comparison.

A common procurement approach is to analyse the average fee per FTE (Full Time Equivalent) as a measure of value. This is a measure of cost per agency person retained or working on your business. It does not take into consideration the seniority of the agency personnel, which means that an agency providing a smaller number, but a greater percentage of senior people on the client’s account will have a lower cost per FTE than an agency that provides many more very junior and inexperienced resources.

In some cases the agencies hide the lack of experience behind inflated job titles to create the illusion of value. Does this mean the juniors are better value? The problem is this is effectively commoditising the agency resources, much like buying books by weight or paying for movies by duration.

There is no accounting for the experience and expertise of the agency staff beyond the most superficial assessment of the number of agency staff per dollar spent. One of the issues here is that often in winning the business through a procurement tender process the agency has filled the account with inexperienced, low cost junior staff only to have the marketers complain about lack of strategic ability and maturity.

Outputs is a better measure of value than resources

But a more important consideration is what did those people actually deliver for the fee paid. Sure, you may have a high number of agency staff retained of unknown quality and experience, but are they being under utilised, meaning you are paying for staff you do not need, or inefficiently utilised leading to job overruns on time and budget?

The only way to assess this is to forget about simply looking at cost per resource and look at the productivity of those resources in delivering outputs required.

In countries with relative low global costs of living, where resource costs are low, we have often noted that agency retainer numbers are often made up with additional low cost staff to reduce the cost per FTE resource and yet these additional resources contribute next to nothing in the way of increased deliverables in output. Effectively this is gaming the procurement approach to create the illusion of better value.

This is scope of work management and measurement, which we have discussed extensively. But it is the ability to capture and analyse the scope of work deliverables that is the most useful way of assessing agency value. What does it matter if you are either retaining less resources at a lower cost or more inexperienced resources at a lower cost if those resources are not delivering value in the way of outputs required for the marketing strategy.

Our colleague and Chairman Michael Farmer has developed the SMU metric for measuring the output productivity of a creative and digital agency, which compliments the TrinityP3 scope of work calculator in calculating similar resource requirements across media, social, public relations events and most other marketing communication suppliers.

Using these tools to calculate resource requirements for a specific scope of work either delivered or to be delivered provides a much more accurate and comparable measure of agency productivity and value for marketing dollar spent.

营销价值的最终衡量标准是绩效

当然,衡量营销价值的最终尺度是能够获得可归属的营销投资回报。 能够衡量和分配各种渠道的支出回报,以及各机构对这些渠道绩效的贡献,是我们的目标。

我们有相当多的客户已经实现了这一点,特别是在直接响应和电子商务类别中,他们能够跟踪和衡量在线和线下媒体中的潜在客户和转化率。

有趣的是,离线媒体通常是广播的,他们把线索归因于广播之后的时间段。 在这些情况下,客户通常会将部分或全部代理费用转移到基于绩效的模型上,以奖励和激励机构(或机构)对交付的结果进行奖励和激励。

但是,许多营销人员在衡量绩效或将绩效归于机构方面举手。 我们多次看到基于绩效的薪酬因绩效和归属的衡量冲突而失效。

在一个案例中,在一次非常成功的产品发布后,当面对向代理机构支付奖金时,客户辩称,是”可以自己销售”的优秀产品,而不是代理贡献,这是他们竞选前情绪的倒退.

如何衡量代理价值

除非您有经过验证的营销绩效衡量标准和认可各种机构贡献的归因模型,否则您无法使用衡量机构价值的最终方法。

另一方面,如果您根据这些资源的成本来衡量机构资源,那么您实际上不是在衡量价值。 低成本资源意味着简单的低成本。 即使您愿意支付尽可能低的成本,它可能意味着您要么支付比您需要更多的资源,要么使用这些资源的效率很低,因此牺牲了产出质量或时间和成本。

对于大多数广告客户而言,衡量代理价值的唯一方法是计算交付营销战略所需的产出所需的资源。 有许多方法可以做到这一点。 但是,无论您选择何种方式,它都需要强大、可重复的多个机构,可与行业相媲美,并根据您的特定营销需求进行定制。

你知道任何系统或方法可以为您实现这一点吗? 我们在这里了解更多

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Darren is considered a thought leader on all aspects of marketing management. A Problem Solver, Negotiator, Founder & Global CEO of TrinityP3 - Marketing Management Consultants, founding member of the Marketing FIRST Forum and Author. He is also a Past-Chair of the Australian Marketing Institute, Ex-Medical Scientist and Ex-Creative Director. And in his spare time he sleeps. Darren's Bio Here Email: darren@trinityp3.com

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