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All too often companies have only the vaguest idea about what kind of data they’re holding; because such data is very often hidden deeply away in a variety of databases and fragmented across different departments. We identify this data and bring it to light, making it visible, cohesive, comparable and easy to understand so that it really does support YOU in making the right decisions. And if need be, we can also identify any lacking data and define a concept to fill in the gap.

Knowing what’s wrong in your marketing strategy

Posted by on Nov 12, 2015 in Case Studies | No Comments

Client: Telecom service provider
Time: January 2011 – March 2016 (Ongoing)

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Objective

To measure the brand performance of a data card (dongle) in comparison to  competitor brands. Measurement is based on the following parameters:

Brand saliency and perception

  • top of the mind awareness (unaided) for brand and advertisement
  • aided awareness
  • brand associations on image & functional attributes

Brand Share

  • share of voice
  • share of mind
  • share of preferences
  • share of consumers

Approach

The study is done on a monthly basis. To ensure comparability, the same sort of information is captured every month.

In this context we use our proprietary tool Brand ScoreCardTM which not only measures the current performance of our client’s brand but also its future readiness (the momentum with which it’s moving to compete for future market shares).The underlying philosophy of Brand ScoreCardTM has five key aspects:

  • sustenance power (how much does the brand transcend the ad?)
  • persuasion power (how persuasive is the brand story?)
  • consumer pull (the brand’s ability to attract new/competitor brand consumers)
  • loyalty (to what extent is the brand retaining its existing consumers?)
  • momentum (the brand’s competitive readiness for future market shares)

Impact

Through regular and continuous tracking, the client’s marketing managers were able to monitor the performance of their dongle (data card) in comparison with its competitors and to adjust their marketing programs where necessary.

Any abrupt movement in the competition’s brand or their brand’s key numbers (brand saliency, perception, brand share, etc) will give them the flexibility to change their marketing strategies for their above (ATL) or below the line (BTL) marketing activities.

The tools also assesses the effectiveness of the marketing campaign by tracking the changes in the key numbers (brand saliency, perception, brand share, etc) before and after the campaign.

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