FREEDOM WITHIN A FRAMEWORK HOW CAMPBELL SOUP COMPANY DEMOCRATIZED - - PowerPoint PPT Presentation

FREEDOM WITHIN A FRAMEWORK

HOW CAMPBELL SOUP COMPANY DEMOCRATIZED MARKETING DATA TO SUPPORT AGILE DECISION MAKING

INTRODUCTIONS

JENNIFER ZESZUT

Founder, Chief Customer Officer Beckon @jenniferland

MARCI RAIBLE

VP of Global Media and Marketing Services Campbell Soup Company

BECKON IS THE SOURCE OF TRUTH FOR MARKETING™

The leading marketing data management, performance reporting and analytics platform used for effective decision-making by global brands.

• Be nimble
• Gather data
• Use data to course correct
• Test + learn
• Run experiments
• Close collaboration
• Go fast; let data be your guide
• Iterate, iterate, iterate
• Put data + customer feedback at the center

PRINCIPLES OF AGILE SOFTWARE DEVELOPMENT

SPRINT #1

SPRINT #2 SPRINT #3

DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER

• Be nimble
• Gather data
• Use data to course correct
• Test + learn
• Run experiments
• Close collaboration
• Go fast; let data be your guide
• Iterate, iterate, iterate
• Put data + customer feedback at the center

PRINCIPLES OF AGILE MARKETING

SPRINT #1

SPRINT #2 SPRINT #3

DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER

ANYONE DISAGREE?

• Be nimble slow
• Ignore Gather data
• Don’t Use data to course correct
• Test + learn Just do stuff
• Don’t Run experiments
• Close collaboration Stay in silos
• Go slow fast; let gut data be your guide
• Iterate, iterate, iterate Well, we’ll try again next year
• Ignore Put data + customer feedback at the center

PRINCIPLES OF AGILE MARKETING

SPRINT #1

SPRINT #2 SPRINT #3

DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER

• Be nimble
• Gather data
• Use data to course correct
• Test + learn
• Run experiments
• Close collaboration
• Go fast; let data be your guide
• Iterate, iterate, iterate
• Put data + customer feedback at the center

PRINCIPLES OF AGILE MARKETING

SPRINT #1

SPRINT #2 SPRINT #3

DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER DESIGN DEVELOP TEST DISCOVER

ANNUAL OPTIMIZATION LETS YOU DO A LITTLE MORE WITH YOUR MARKETING SPEND EACH YEAR

YEAR

10 30 50 70 90 110

$ IN 1,000’s

1 2 4 3

$1 $10,000 PUT

PUT TO O WOR ORK

12% 12% SI

SIMPLE INTEREST ST NE NETS YOU $3

$34,000

• Annual “mix” models to help

reallocate spend

• Annual year-in-review or

“hind-sighting” decks

• Post campaign wrap-up

reports

$1 $10,000 PUT

PUT TO O WOR ORK

12% 12% COMPOUNDING IN

INTERE REST NE NETS YOU $1

$108,920

ANNUAL OPTIMIZATION LETS YOU DO A LITTLE MORE WITH YOUR MARKETING SPEND EACH YEAR

YEAR

10 30 50 70 90 110

$ IN 1,000’s

1 2 4 3 12% SIMPLE INTEREST NETS YOU $34,000

THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND

12.7% LIFT IN ROI

• n average across 11 brands committed

to agile marketing and measurement* *FORRESTER STUDY ON THE TOTAL ECONOMIC IMPACTS OF USING BECKON

THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND

**QUANTIFYING THE IMPACT OF MARKETING ANALYTICS BY HBR (MCKINSEY RESEARCH)

1% HIGHER PROFITS

when you boost marketing analytics “units”/usage by 3 points**

Within 20 years, the dynamic reallocator will be WORTH TWICE AS MUCH as its less agile counterpart***

THE DATA IS CLEAR: THE BUSINESS IMPACT OF AGILE IS PROFOUND

***“HOW NIMBLE RESOURCE ALLOCATION CAN DOUBLE YOUR COMPANY'S VALUE,” MCKINSEY.COM

UNLOCK DATA

TO UNLOCK INSIGHT

TO UNLOCK GROWTH

EASIER SAID THAN DONE

REACTIONS WILL BE MIXED

“We are going to be more agile, accountable and data-driven!”

TYPICAL BECKON CUSTOMER I’M LISTENING… OH @*#! HOORAY!!!!

REACTIONS WILL BE MIXED

“We are going to be more agile, accountable and data-driven!”

TYPICAL BECKON CUSTOMER CPG I’M LISTENING… OH @*#! HOORAY!!!! HOORAY!!!!

REACTIONS WILL BE MIXED

“We are going to be more agile, accountable and data-driven!”

TYPICAL BECKON CUSTOMER CPG I’M LISTENING… OH @*#! HOORAY!!!! I’M LISTENING… HOORAY!!!!

REACTIONS WILL BE MIXED

“We are going to be more agile, accountable and data-driven!”

TYPICAL BECKON CUSTOMER CPG I’M LISTENING… OH @*#! HOORAY!!!! I’M LISTENING… OH @*#! HOORAY!!!!

CAMPBELL SOUP COMPANY

• 148 years old
• Portfolio of iconic, beloved brands
• 30+ brands across the globe
• Strong decentralized operating

model

• Heavily reliant on partners for

analysis & reporting

• CPG approach to data collection &

linking

CAMPBELL’S VISION

“You CAN teach an old dog new tricks!”

• Become a data-driven marketing organization
• Build organizational muscle for faster, data-informed
• ptimizations
• Use available data to enable doing more with less
• Be more accountable to the business – ongoing

IT’S ON PAR WITH SETTING OUT TO CLIMB MT. EVEREST

IT’S ON PAR WITH SETTING OUT TO CLIMB MT. EVEREST

ATTEMPT #1: GO DO IT! CLIMB EVEREST!

A totally decentralized model

• Meet each brand team where they are
• Ask them what they want and deliver what they ask for
• Treat every brand as unique
• Unique naming
• Unique dashboards
• Unique analyses and KPIs

ATTEMPT #1: GO DO IT! CLIMB EVEREST!

A totally decentralized model Lessons learned:

• You don’t know what you don’t know
• Couldn’t benchmark or learn across groups
• Unable to roll up to higher level category/divisional views
• Customization does not drive change

• Take away the complexity and allow the focus to be on data-

informed decision-making

• Create a centralized analytics team to develop and deliver

standard naming, KPIs and dashboards for use by all brands

• View-only access to data
• One-size-fits-all solution

ATTEMPT #2: OK, WE’LL DO IT FOR YOU

A totally centralized model

ATTEMPT #2: OK, WE’LL DO IT FOR YOU

A totally centralized model Lessons learned:

• Not sustainable
• Doesn’t align with the decentralized operating model (i.e. no one is happy)
• No sense of ownership, just another form of “outsourcing”

ATTEMPT #2: OK, WE’LL DO IT FOR YOU

A totally centralized model Lessons learned:

• Not sustainable
• Doesn’t align with the decentralized operating model (i.e. no one is happy)
• No sense of ownership, just another form of “outsourcing”
• Br

Brand t teams d did h have a a p perspective, o

• nce t

they c could r react t to s something … …

WHERE WE LANDED: FREEDOM WITHIN A FRAMEWORK

• Centralize some things that are key for global

consistency and cross-brand learning

• Decentralize the rest
• Starter “playbooks” that are consistent but that

can be customized

• Education and training of end-users to build

comfort in their analytical skills; move everyone forward, deliberately

• Recruit senior leadership champions to change

culture from inside out

• Phased approach

FREEDOM WITHIN A FRAMEWORK AT CAMPBELL

FRAMEWORK FREEDOM

Insist on consistency Allow flexibility Benchmarking, trending over time, learnings across teams, easy roll-up and aggregation for top-down views Unique to the business, independent, closer alignment to ‘go-to-market’ plans

FREEDOM WITHIN A FRAMEWORK AT CAMPBELL

FRAMEWORK FREEDOM

Insist on consistency Allow flexibility Benchmarking, trending over time, learnings across teams, easy roll-up and aggregation for top-down views Unique to the business, independent, closer alignment to ‘go-to-market’ plans What to centralize:

• The mandate for measurement
• A single source of truth data platform
• Global dimensions and KPIs
• Playbooks
• Media agency tagging conventions
• Analytics frameworks and dashboard templates

FREEDOM WITHIN A FRAMEWORK AT CAMPBELL

FRAMEWORK FREEDOM

Insist on consistency Allow flexibility Benchmarking, trending over time, learnings across teams, easy roll-up and aggregation for top-down views Unique to the business, independent, closer alignment to ‘go-to-market’ plans What to centralize:

• The mandate for measurement
• A single source of truth data platform
• Global dimensions and KPIs
• Playbooks
• Media agency tagging conventions
• Analytics frameworks and dashboard templates

What to decentralize:

• Access to analytics platforms
• Additional analyses
• Reporting
• Decision-making based on analysis
• Optimization
• NON-global dimensions (e.g. campaigns)

RACI GRID

1ST ATTEMPT 2ND ATTEMPT

FREEDOM WITHIN A FRAMEWORK

R

responsible

The brand team Central analytics team The brand team

A

accountable

The brand team Central analytics team The brand team

C

consulted

The brand team The brand team Central analytics team

I

informed

The brand team Central analytics team The brand team

CHANGE MANAGEMENT

CHANGE JOURNEY

• 1. ORGANIZATION DESIGN /

EFFECTIVENESS

• 6. CHANGE

MEASUREMENT

• 5. CHANGE & BUSINESS

READINESS

• 4. EDUCATION
• 2. COMMUNICATION
• 3. LEADERSHIP

ENGAGEMENT & BEHAVIOR CHANGE

ADVICE TO FELLOW SCALERS OF EVEREST

• Adopt and embrace an “iterate to great” approach
• Identify other Sherpas early on, particularly at the leadership level
• Think through and get agreement on the RACI upfront
• Pick the right partner – you will need more than great technology
• Don’t underestimate the role that agencies play and the resistance

to change you may find there as well

• Stay strong, the journey is worth it

THANK YOU