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Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. This chapter explores how to use print catalogs effectively in the digital age. Many marketers are considering abandoning the catalog and relying on the internet, but this chapter offers two tools that will make print catalogs more effective and profitable. The first is Mu's seven-step catalog value evaluation system, which quantifies the value of print catalogs and helps marketers decide if they should keep the catalog. The second is Mu's 541-rule for catalogs, which states that an effective catalog campaign is 50% list, 40% products and creative, and 10% testing. Each of these three elements is discussed in depth. While print catalogs may seem like they are becoming obsolete, they influence purchase decisions, drive traffic to other channels, and work well with other marketing vehicles.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 6 focuses on utilizing email in marketing endeavors. Main issues and their causes in today's email marketing are described. The need to integrate email, CRM, Google, and social media is also discussed. Several best practices are explored, including unifying the email database with the CRM database, automating triggered email, personalizing bulk email, and uploading the email list to Google AdWords. New insights into digital communication plans can be gained through integrating channels. Embracing new technology, like machine learning, can help make email even more effective. Email can be a key aspect to customer communications, working with and complementing other marketing channels.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. This chapter discusses customer loyalty programs, why so many of them fail, and how to make an underperforming loyalty program more effective and profitable. Loyalty programs are very prevalent, but many are also costly and fail to generate incremental profit. Loyalty marketing works to grow and retain existing customers through incentives; customer loyalty programs are structured and long-term marketing strategies using rewards/incentives to help acquire customer data, encourage repeat purchases, and shun competitors. Pros and cons of having a loyalty program are explored. A seven-step approach to revamping an underperforming loyalty program is then described with in-depth discussions of each step. Loyalty marketing is a special type of database marketing. It should rely on data and analytics; without that base, it will fail.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 8 discusses customer lifetime value (CLTV) and how it continues to be an important and valuable metric in helping marketers make informed business decisions. CLTV is the current value of future profit attributed to the customer during their entire relationship with the business. Its main purpose is to find the upper limit of the new customer acquisition cost. Common misunderstandings surrounding CLTV are clarified. Different CLTVs should be calculated depending on business context. ACLTV helps marketers decide the upper limit of the acquisition spend, measure the effectiveness of past marketing performance, and is used to appraise the value of a company. ECLTV guides resource allocation and evaluates the value of a business. Simplified ways to calculate these CLTVs are provided. The most important function with CLTVs is to rationalize marketing spending.

Companies do not always have success with marketing analytics. This book explains why that is and clarifies common misconceptions and misunderstandings with marketing analytics. When marketing analytics is done effectively, it can improve marketing performance and raise the analytics IQ. The text discusses how organizations can overcome budget constraints and achieve analytics success, different segmentation strategies, and other strategies to improve the effectiveness of various marketing tools, like direct mail campaigns, print catalogs, email marketing, and loyalty programs. Written for marketers, business analysts, and college students, this book focuses on solving marketers' real-world problems and gives practical, effective, and financially feasible ideas to help compete more effectively in the workplace. Chapter 9 explores planning budget spending, the additional challenges that come with it for small- and medium-sized retailers, and practical solutions to solving those challenges. Three tools are described: marketing mix modeling (MMM), multi-touchpoints attribution (MTA), and promotional lift analysis. MMM uses advanced statistical techniques to work with top-down, macrolevel information, helping companies understand and assess the incremental value of their investments and then forecast the impact of future sets of tactics. MTA works to understand which digital marketing channel, specific ads, messages, and sequences of interaction contributed to a particular conversion. Lift measures the effectiveness of a response model, while promotional lift looks at what incremental sales or incremental margin can be credited to the marketing efforts. All three of these tools are needed but incomplete on their own. Marketers should use a variety of techniques to gain a comprehensive view of the effectiveness and ROI of marketing initiatives.

Cesar and Marco Esposito and Francisco Caceres, co-founders of the 14-year-old Chilean-based nutritional supplement company All Nutrition/Nutraline, are seeking to deepen their understanding of customers' behavior and buying patterns. After preliminary discussions with the sales force and in-store interviews with customers, they determined that well designed focus groups targeting sports nutrition customers would be an important first step in helping them to be "more in touch" with customers. This case describes the design, implementation, and analysis of the information gathered from these groups-and asks students to determine what kind of quantitative research would further deepen their understanding of who their customers are, how to segment them, and how to work with each of the segments.

In 2019, Nigerian entrepreneur Dr. Ayoola (Ayo) Oduntan is accelerating distribution of Noiler, a genetically optimized breed of poultry, to smallholder farmers across Nigeria. The bird was bred to be productive as a source of both meat and eggs and to thrive in the rural Nigerian context-e.g., living in harsh outdoor conditions and relying on forage and kitchen scraps for food. The Noiler breed was developed by Oduntan's poultry business, called natnudO Group, which operates feed mills and hatcheries, processes broilers and layers, and sells poultry products to Nigerian restaurants and retailers. The Group had revenue of about $64 million in 2019. Oduntan wants to get Noilers into millions of poor households in Nigeria and other West African countries as fast as possible. His mission is to tackle protein-related malnutrition in Nigeria, which afflicts millions of children. He has devised a unique value chain model to build sustainable markets for Noilers, with a focus on creating economic opportunity for poor farmers, empowering women, and most of all getting protein to children who need it. In late 2019, he is considering next steps for the Noiler enterprise. Should it remain within a commercial entity or be spun off as a not-for-profit? What would that look like? Should he sell the genetics? How important is it for this to remain a Nigerian enterprise versus bringing in multinational partners? What could reinforce or threaten the model's scalability and sustainability?

By mid-2019, more than the 18 years since its inception, mjunction had grown to become India's largest e-commerce player and the world's largest e-marketplace for steel. The company had extended its presence to multiple business units, such as coaljunction, teajunction, and straightline.in, all of which operated under the corporate name of mjunction. Some of the business units enjoyed a strong brand identity, while others did not. The chief executive officer was worried about the implications of the diverse brand names being used. Should the organization use a common corporate name for all of its businesses, or follow an individual brand name strategy? And if mjunction chose to transition to a single brand name, how could it minimize the loss of brand assets and other issues?

By mid-2019, more than the 18 years since its inception, mjunction had grown to become India's largest e-commerce player and the world's largest e-marketplace for steel. The company had extended its presence to multiple business units, such as coaljunction, teajunction, and straightline.in, all of which operated under the corporate name of mjunction. Some of the business units enjoyed a strong brand identity, while others did not. The chief executive officer was worried about the implications of the diverse brand names being used. Should the organization use a common corporate name for all of its businesses, or follow an individual brand name strategy? And if mjunction chose to transition to a single brand name, how could it minimize the loss of brand assets and other issues?

As one of China's top three major state-owned air transportation companies, China Eastern Airlines Corporation Limited (China Eastern) had built an international brand image with a global influence. With the airline's unique Shanghai-based globalization, China Eastern's strategy remained focused on expanding its global footprint. In the face of growing competition from domestic and international rivals, China Eastern strove to carry out cross-border business, strengthen its co-operation with partners in the aviation industry, and accelerate its globalization process. Over the past three years, China Eastern had introduced its "Pacific Plan" and made concerted efforts in expanding its route network and optimizing transit opportunities in the North American market. With the implementation of the Belt and Road Initiative (a global development strategy adopted by the Chinese government), what strategy should China Eastern use to continue to expand its Shanghai-based globalization?

Six years after its inception, Montréal-based social media marketing agency OVRGRND started a sister company, 66Agency, to tackle the growing need for brands to use Instagram influencers for their marketing needs. The new 66Agency acted as a facilitator between brands and influencers. However, the demands of managing people—the brands on one side and the influencers on the other—had become a burden that was distracting the agency from its original intention, which was be a social media marketing company. In May 2018, the company was looking for a creative business plan that would allow it to facilitate interactions between brands and high-quality influencers quickly and efficiently, while still ensuring that all parties were happy.

The searchable internet contains almost 2 billion websites. And new, text-rich sites are being added at a rapid pace: more than 700 million popped up from 2016 to 2017, according to the International Real Time Statistics Project. A lot of this web-based text is relevant to marketers: online product reviews, information about purchasing behavior, customer-to-customer interactions, and transcribed tele-sales calls. Marketers now have more information from consumers in the form of written words than ever before. The problem, as with any extremely large data set, is determining how best to use the information. The relatively new fields of text analytics and sentiment analysis offer marketers a solution, enabling them to turn vast amounts of emotion-rich, word-based data into actionable information about consumers. This note explores dictionary-based sentiment analysis using programming language R; it also introduces empirical sentiment analysis.

Two entrepreneur brothers purchased Trafalgar Ales, Meads and Distillery, a brewery with 19 active individual beer brands, each generating a small amount of sales. The brothers' purchase came at a time when they were transitioning from a contract brewer—a brand that outsources the actual production to another firm—to a production brewer. The challenge for the entrepreneurs was to determine how to manage their stable of brands for the future. Trafalgar Ales, Meads and Distillery seemed to be pursuing a strategy of releasing small batches of unique beers, and managing its portfolio as if it were a constellation of brands. However, the two brothers were wondering if it made more sense to focus on a handful of brands and create a distinctive identity for each brand.

In October 2019, National Basketball Association (NBA) team the Milwaukee Bucks are about to tip off their first home game in the 2019-2020 NBA season. Peter Feigin, president of the Milwaukee Bucks, and Jon Horst, the league's youngest general manager, could look back at a very successful prior season. In fact, just five years after a new ownership team led by Wes Edens, Marc Lasry, Jamie Dinan and Mike Fascitelli came in after the Bucks experienced one of the worst seasons any NBA team had ever seen, the Bucks finished at the top of the standings in the NBA's Eastern Conference. Star player Giannis Antetokounmpo played an instrumental role in the team's ascent. Superstars of his caliber, however, often do not stay in smaller markets like Milwaukee. In fact, many superstars switch franchises while at the peak of their abilities, electing to team up with another superstar (or even multiple stars, forming what had become known as 'super teams'). The summer of 2019 in particular saw a number of stunning moves by big names. Now, Feigin and Horst are leading the charge to try to buck the trend. Do they have the right approach to keeping Antetokounmpo in Milwaukee, and away from other teams plotting to attract him? And what else can they do to ensure the Milwaukee Bucks will not only rise to the top of the league, but also manage to stay there?

The co-founders of Prosper, an early-stage start-up offering a mobile application–based interview preparation and coaching service, were preparing a report for an upcoming meeting with private equity investors. The co-founders sought a CA$1 million seed investment and had to choose where to allocate marketing funds. Should they bias the marketing mix toward students reached via educational institutions or families, or toward professionals making a career switch? They knew that success or failure would depend on their ability to craft a compelling narrative and lay out a realistic marketing plan that would lead to an increased user base and greater revenue growth.

The co-founders of Prosper, an early-stage start-up offering a mobile application-based interview preparation and coaching service, were preparing a report for an upcoming meeting with private equity investors. The co-founders sought a CA$1 million seed investment and had to choose where to allocate marketing funds. Should they bias the marketing mix toward students reached via educational institutions or families, or toward professionals making a career switch? They knew that success or failure would depend on their ability to craft a compelling narrative and lay out a realistic marketing plan that would lead to an increased user base and greater revenue growth.

The Dot autonomous agricultural platform, manufactured by SeedMaster Manufacturing, an innovative farm equipment manufacturer in White City, Saskatchewan, was a driver-less vehicle designed to replace the farm tractor. This vehicle allowed large-scale farmers to spend more time focusing on the farm business while the Dot platform planted, sprayed, or conducted other farm-field activities. In late 2019, the reliability and safety of the disruptive Dot technology when left unattended was not yet fully tested. Issues of sales, training, and servicing were yet to be determined. The company had identified three potential commercialization paths for consideration: Should it focus on retailing Dot and Dot-ready implements through a network of farm dealerships in a traditional manner? Should it create a Dot showroom and sales-and-service team, selling primarily online in a virtual showroom, like Tesla? Or should it create a “pop-up” custom seeding and spraying business to further revise the technology while promoting it?

The Dot autonomous agricultural platform, manufactured by SeedMaster Manufacturing, an innovative farm equipment manufacturer in White City, Saskatchewan, was a driver-less vehicle designed to replace the farm tractor. This vehicle allowed large-scale farmers to spend more time focusing on the farm business while the Dot platform planted, sprayed, or conducted other farm-field activities. In late 2019, the reliability and safety of the disruptive Dot technology when left unattended was not yet fully tested. Issues of sales, training, and servicing were yet to be determined. The company had identified three potential commercialization paths for consideration: Should it focus on retailing Dot and Dot-ready implements through a network of farm dealerships in a traditional manner? Should it create a Dot showroom and sales-and-service team, selling primarily online in a virtual showroom, like Tesla? Or should it create a "pop-up" custom seeding and spraying business to further revise the technology while promoting it?

In 2019, CEO Jim Snee is weighing how to shape the image of Hormel Foods, one of the largest U.S. meat and food companies, at a time when the industry faces unprecedented scrutiny. Based in the small town of Austin, Minnesota, the nearly 130-year-old firm is best known for its legacy meat-based brands such as Hormel Pepperoni and Spam. It also owns brands (many acquired recently) that consumers might not associate with Hormel, such as Wholly Guacamole, Justin's nut butters, and Applegate Farms deli meats. This diversity of products reflects Snee's effort to reduce Hormel's commodity exposure and balance its portfolio across raw materials, consumer segments, price points, food trends, and channels. In pork, for example, Hormel's range extends from low-price Hormel-brand products made from conventionally raised animals to pricier Applegate Farms-brand products made from animals raised in organic and humane-centric conditions. To Snee, these differences embody Hormel's strategy of offering choices to consumers. Hormel is 48% owned by a foundation created by the founding family, which has allowed its leadership to manage with a long-term view and worry less about Wall Street scrutiny. Indeed, for such a large firm-$10 billion in sales, penetration in 80% of U.S. households-Hormel has historically been relatively "under the radar." But in the social media era, Snee knows how quickly companies can lose control over their reputations, and that the animal protein space is particularly sensitive. What risks does Hormel face, and how can Snee preserve and convey the qualities that set the company apart?