Why Interactive Ad Metrics Are Like Potato Chips

25 06 2008

At the Advertising Research Foundation audience measurement conference in New York, Lee Doyle, North American CEO of Mediaedge:cia, said CPG advertisers need better metrics to show better ROI.

With respect, I’m not at all sure he’s right.

Interactive metrics are like potato chips. The more we have, the more we want. And no matter how many we consume we cannot make them healthy for us.CPG Metrics Are Like Potato Chips

It’s time to come to grips with two important realities:

Reality 1: Low-interest categories (drumroll, please)… are, always have been and forever will be low-interest.

Reality 2: It’s OK to be low-interest.

New media doesn’t change these realities. Nor will dozens or hundreds of new metrics in a presentation deck the size of the Titanic. Digital doesn’t have to be perfect to work, and it doesn’t have to be better than TV. The job here is about being creative, visible, relevant and — whenever a brand can be — about genuinely being part of the conversation.

Let’s stop fretting over what interactive can’t do, and use it for what it can do well. Since video (notice I didn’t say TV) is likely to always be the primary means of generating awareness, we’ll never be able to prove down to the penny what the contribution of online has been. So what?

What matters is we know our customers are online, and we know online works as part of an overall plan to reach them.

Man cannot live by potato chips alone. Neither can CPG marketers.





How Strong Is Your “Change Muscle”?

25 06 2008

Fostering change at a successful company is hard work. You’re fighting history, which usually looks far rosier in retrospect than it ever did at the time. And, you’re selling a vision of the future that you can’t guarantee.

Why are some of us better at change than others? Ariane de Bonvoisin, founder and CEO of The First Thirty Days, Inc. believes there are 9 principles that make people good at change:

  1. They have a positive belief about change — they are “change optimists.”
  2. They believe in the change guarantee: something good always comes from change.
  3. They know they have a “change muscle”–that they are strong, capable, powerful, and intuitive enough to handle any change that comes into their lives or that they want to initiate.
  4. They refuse to become paralyzed by “change demons”–negative emotions that arise during change.
  5. They don’t resist change–choosing instead to accept the reality of their situation.
  6. They understand that their thoughts, the words they say and the feelings they allow themselves to experience during change have a direct affect on how easily they move through the transition.
  7. They believe that life has a deeper meaning than what can easily be seen or felt, that something greater is at play, and that no change is arbitrary.
  8. They surround themselves with a support team to help them move through change.
  9. They refuse to get stuck during change. They keep moving and take care of themselves mentally, physically, and emotionally.

If you’re having a hard time inspiring change, how many of these principles are you applying? How many of these are your company having a tough time with? There’s more to learn here. It’s from Guy Kawasaki, who always, always has useful stuff here.