If you are a brand entering or establishing presence in a newer auction marketplace, it's essential that you stand for something.
"If you don't stand for something you will fall for anything." - Malcolm X
Every day, digital buyers participate in millions and millions of online auctions. Sometimes they do it manually, but oftentimes technology is an enabling part of the process that allows the willing allocation of marketing spend into the ecosystem. While auction types and the specifics of what are actually bought vary dramatically, there is a finite outcome to every single auction. There is a winner and there are losers. Sometimes it's difficult to determine which is which. Sometimes winners overpay for the right to be present at that moment of consumer opportunity, while losers win by being spared the cost associated with that opportunity that may have never held the real value originally perceived.
In studying a wide array of auctions, what also becomes apparent is that there is a glut of would-be buyers who are simply not operating with a sound business strategy. Whether because of business size and lack of data, or emotional influence that dictates a buying strategy that supersedes sound business investment, there are too many companies guessing what the real worth of the auction should be. In each of these cases, what you ultimately find are buyers setting bids with uncertainty and, even worse, inconsistency.
In no place is this better represented than in social where even the most savvy brands are largely still trying to figure out what a fan, "like," or retweet (to name a few) is worth. When you struggle to value the worth of something, you cannot help but struggle to determine what the precise bid should be when you enter an auction.
Take this hypothetical example that happens every single day, time and time again. Company A wants to be found online. They go to Google or Facebook (you pick the destination). They are uncertain of the worth of the activity, but a click would be great because they want sales and, in their mind, those come with higher position. Or (lucky for them) the site has projection models built in to tell them what they need to spend to achieve the kind of site position they think will deliver their desired return. So, they set a price and little happens. They don't win a single auction. They win, however, but winning actually means a lower position and, therefore, they don't get any clicks.
Then the real problems kick in. They start to alter their buying, moving up and down without rhyme or reason to test. They are "on tilt." Brands are making investment bets without a plan created with rigor and, instead, are chasing a fleeting and changing notion of what might work. The problem with this for that company is they are subjecting themselves to an uncertainty that will only prove costly. They have now changed the dynamic for everyone else in the market. These dynamic changes can lead to increased costs for other companies, making the problem incrementally worse.
If you are a brand entering or establishing presence in a newer auction marketplace, it's essential that you stand for something. Even if that something proves, with more data, to be wrong, it's mandatory that you take a stand and stick with it as your buying progresses. Evolution is a must, but when thinking about your investment make sure you allow for the right time and volume to test your position. Take steps, not leaps, to alter your approach and, most of all, collect data at every turn. They say there is no substitute for experience. Data represents a financially earned experience that brands must value accordingly.
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Chris Copeland is chief executive officer of GroupM Next, the forward-looking media innovation unit of GroupM. Chris is responsible for curating and communicating insight-focused media solutions across established and emerging platforms. Leveraging his multi-year experience with emerging media companies, Chris is tasked with stewarding GroupM Next in partnership with agency leadership from GroupM's four media marketing and marketing service agencies (Maxus, MEC, MediaCom, and Mindshare). The focus is participating with those companies leading changes that most impact consumer media consumption, brand favorability, and purchase behavior.
Guiding the Predictive Insights, Technology, Research, and Communications teams at GroupM Next, Chris is responsible for overseeing the amplification of insights into opportunities that directly benefit the business of GroupM agencies and their clients. GroupM is the world's largest media investment management group and the media holding arm of WPP. Together, GroupM agencies represent almost $30 billion in overall North American billings (RECMA).
Chris helped guide the development of GroupM Next, which was established to deliver the best thinking and new insights from within the GroupM community. The unit also focuses on technology innovation connecting all media channels, but especially, online, social, mobile, and addressable.
Chris was selected to lead GroupM Next after nine years of leading the search marketing practice within GroupM. Among his accomplishments are the development and integration of the global search marketing offering for GroupM agencies, GroupM Search, which managed $1.3 billion in search billings globally and grew to more than 1,000 search marketing strategists serving 40 countries. In 2009, Chris created the research division of GroupM Search and developed research studies that deepened the understanding of consumer behavior across search and social media for leading brands and garnered global traction - most notably: The Influenced: Social Media, Search, and the Interplay of Consideration and Consumption; The Virtuous Circle: The Role of Social Media in the Purchase Pathway;and From Intent to In-Store: Search's Role in the New Retail Shopper Profile.
Chris entered the digital industry in 1996 when he joined search marketing agency WGI (later acquired by Tempus Group). He has been with the WPP and GroupM family of companies since 2000 when, recognizing search as an emerging media channel with incredible potential for brands, WPP acquired Tempus Group and CIA, and ultimately rebranded the search marketing agency as Outrider. As senior partner and managing director of Outrider, Chris delivered on GroupM's vision for the channel, leading the organization to 500 percent growth with global presence over five years, and establishing award-winning search marketing strategies that have become industry-wide best practices. In 2002, Chris successfully implemented the integration of search into the cross-channel media planning process at MEC, creating the first search marketing practice to sit within a media communications and planning company. In 2007, he guided the business expansion of search marketing practices into all GroupM agencies. In 2009, Chris was named CEO of GroupM Search, where he was responsible for driving global search strategy for the organization, while fostering the innovative application of search as an integrated channel. In his role, Chris also provided digital strategy counsel for clients, including AT&T, Dell, Audi, Volkswagen, and more.
Chris is an active member on advisory boards at the 4A's, Google, Yahoo, MSN, and I-COM. He is a frequent speaker in global forums discussing the digital marketplace and how the space is evolving, and serves as a regular resource to national and industry press. Chris contributes editorial commentary regularly to Advertising Age, ClickZ, MediaPost, and MediaBizBloggers.com. In fall 2013, Chris was honored as an inductee into the ClickZ Digital Hall of Fame.
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