Every year, the global marketing industry invests large amounts of money to promote products and services to consumers through advertising campaigns that feature a mix of media vehicles in most countries across the world. The performance of each advertising campaign is assessed primary by sales value and/or volume achieved and research that gauges advertising or brand awareness. What is not measured is each medium's productivity to determine contribution to sales and identify opportunities for refinement of future campaigns.

Media ROI Metrics is a post tracking process for marketing companies to measure each medium's contribution to awareness and/or sales achieved by an advertising media campaign. The process evaluates each medium's contribution to awareness and/or sales by assessment of performance against awareness drivers to determine productivity.

The methodology for this ROI process involves 5 phases summarized as; Phase 1: Graphing all media used in the campaign for comparison to weekly awareness and/or sales for assessment of correlations between weekly Television weight and the available data.

Phase 2: Measuring the performance of awareness drivers by medium to calculate each medium's productivity index.

Phase 3: Assessment of reach contributions by medium.

Phase 4: Achievement of each medium's strategic role in the campaign. Phase 5: Quantifying an overall campaign ROI factor and recommendations on refinements for future media scheduling.

Phase 1: Graphing Awareness/Sales and Assessing Correlations

Awareness and/or sales data is visually matched to the media campaign;

The above graph provides comparison of total advertising media activity and sales to identify the probable performance of each medium. GRPs or Gross Rating Points are the currency used to measure advertising weight for the Television medium, and weekly GRPs are compared to awareness and/or sales data to establish initial correlations.

Methodology requires the weekly incremental awareness and/or sales percentage to be divided by weekly GRPs to calculate a positive or negative index. Positive correlations are recorded where GRPs are sufficient to increase sales and weeks with negative correlations are considered as unproductive.

Phase 2: Measuring Awareness Drivers by Medium for Productivity

The performance of each medium's awareness drivers is analyzed to calculate productivity factors. Awareness drivers are key performance indicators of each medium critical to achieving maximum effectiveness and productivity is assessed through calculation of indices based on potential. Many awareness drivers are measured using syndicated media research. These awareness drivers are summarized by medium with tables containing examples of productivity indices in the pages that follow.

Television Awareness Drivers and Methodology

(a) Productive weekly GRP weights: measured as weeks with productive GRPs scored as 1.00 and scoring for unproductive weeks reduced from 1.00 in proportion to negative incremental sales index above, (b) Effective distribution of GRPs by channel by week: measured as weekly GRPs less than 5 per channel totaled and divided by the number of GRPs in each particular week and subtracted from 1.00,

(c) High potential reach channel mix/quality audiences: measured as quality indicators across viewer agreement to various attitudinal statements totaled by channel as a percentage of all channels used,

(d) Combination of spot buying and economy guaranteed buying: measured against an achievement target of 50:50 scoring 1.0 with weeks below target reduced by their proportional shortfall, (e) Prime GRP ratios or the percentage of GRPs broadcast in peak viewing sessions: measured as channels with prime ratios below 50:50 by week totaled and divided by the number of channels in that particular week with weeks totaled and subtracted from 1.00,

(f) Positioning of announcements first and/or last in the commercial break: measured as channels with less than 50% PIB (Position In Break) by week totaled and divided by the number of channels in that particular week with weeks totaled and subtracted from 1.00,

(g) Tactical buying to boost reach: measured as the number of GRPs locked into road-blocking and vertical night buying added and divided by total number of GRPs from spot buying announcements,

(h) GRP spread by day for concentration of ad visibility: measured against an achievement target of 65:35 (Thu-Sun:Mon-Wed) scoring 1.0 with weeks below target reduced by their proportional shortfall, and

(i) Effective reach assessed both weekly and cumulatively: measured as actual reach accumulation indexed against Television's reach potential (refer to first table on page 7).

Each Television awareness driver is analyzed for weekly performance in comparison to potential and a productivity index ranging 0-1.0 is assigned.

Newspaper Awareness Drivers and Methodology

(a) Selection of high readership newspapers: measured through readership of newspapers being examined against the target demographic and selected titles compared to other options with numerical values assigned based on reach potential,

(b) Exploitation of positioning on high readership days: measured through each title's readership being studied by day and reach of peak day readership used as a base to calculate the percentage of reach achieved by days selected, (c) Positioning in popular readership sections of each paper: measured by the reach of each popular newspaper section and environmental suitability considerations used as base to calculate reach of actual sections selected by newspaper,

(d) Use of page dominant advertisements for high visibility: percentages calculated according to the area covered by each advertisement in comparison to a full page area (0.25 for ¼ page, 0.50 for ¹ Λ page, and 1.0 for full page),

(e) Editorial support for the product or service: measured by examination of each issue of newspapers used to carry advertisements for editorial support, and content graded according to editorial size (0.25 for 178 ^th page or less, 0.50 for quarter page, 0.75 for 378 ^th page, and 1.00 for half page) by newspaper,

(f) Evidence of tactics as opposed to frequency scheduling: measured by the effective use of newspapers relating to boosted reach at strategic times, application of newspapers for frequency based advertising considered as wasteful, and weeks where use is tactical assigned score of 1.00 and frequency scheduling scored as 0.50, and

(g) Maximized reach contribution to the campaign: measured as actual reach accumulation indexed against Newspaper's reach potential (refer to first table on page 7).

Each Newspaper awareness driver is analyzed for weekly performance in comparison to potential and a productivity index ranging 0-1.0 is assigned.

Magazine Awareness Drivers and Methodology

(a) Selection of high readership magazine titles: measured as 0 readership of magazines examined against target demographic and selected titles compared to other options with numerical values assigned based on reach potential,

(b) Considerations on the quality environment offered by each title: measured as quality indicators across reader agreement to various 5 attitudinal statements totaled by magazine title and calculated as a percentage of all selected magazines, (c) Evaluation of consumer perceptions on credibility and trust of selected magazines: measured as value on worth of product information provided by each title compared to averages with higher readings express as percentage of all selected magazines,

(d) Premium positioning of advertisements for high visibility: measured as position within each magazine issue examined and allocated a value (1 ^st 25% of pages scored as 1.00, 2 ^nd 25% of pages scored as 0.75, and 2 ^nd half of publication scored as 0.50),

(e) Editorial support for the product or service: measured by examination of each magazine issue for editorial support, and content graded according to editorial size (0.20 for small, 0.40 for V* page, 0.60 for half page, 0.80 for ¾ page, and 1.00 for full page) by title and averaged across all selected magazines, and

(f) Schedule optimized for maximum reach: measured as monthly reach indexed against Magazine reach potential (refer to table on page 7).

Each Magazine awareness driver is analyzed for monthly performance in comparison to potential and a productivity index ranging 0-1.0 is assigned.

Internet Awareness Drivers and Methodology

(a) Website selection on the basis of high market coverage: measured by analysis of selected and other websites to reveal whether inclusion of one or more additional websites would have improved reach potential,

(b) Functions used to align with popular activities to exploit opportunities for behavioral targeting: measured by functions popular with the target demographic being studied to determine whether advertising usage could have been more closely targeted and if so by what percentage for improvement,

(c) Execution that engages consumers in a manner relevant to lifestyle and needs: measured by evaluation of Internet usage on the basis of quality interaction with consumers not just advertising, banner ad activity only would attract a score of 0.25 but linkage to a campaign website increases the score to 0.65, and relevant factors related to targeted banner ad positioning further increases the score to 1.0, (d) Activities supported by blog marketing to create Word-Of-Mouth: measured through exploitation of endorsement by other consumers as the most powerful referral available to stimulate consumer interest, scoring ranges from 0.25 to 1.0 depending on activity,

(e) Consistently high weekly impressions: measured by setting a minimum impressions benchmark based across medium to high performance weeks scored as 1.00 and indexing low impression weeks against the benchmark,

(f) A higher than average weekly click through rate (CTR): measured by scoring medium to high performance weeks as 1.00 and indexing under performing weeks against projections,

(g) Traffic driven to event website: measured by total visitors and pages viewed in comparison to set targets and previous benchmarks from earlier campaigns, and

(h) Contribution to campaign reach: measured as weekly reach indexed against Internet reach potential (refer to first table on page 7).

Each Internet awareness driver is analyzed for weekly performance in comparison to potential and a productivity index ranging 0-1.0 is assigned.

Other media forms such as Radio, Cinema, Outdoor and Transit also have awareness drivers that can be measured in a similar manner.

Phase 3: Assessing Reach Contributions and Strategic Roles

Reach contributions by medium are calculated to quantify each medium's performance in assisting total campaign reach as follows;

Medium Effective Reach by Week and Total

Frequency 6 Total

% % % %

Television 4+ 15.9 29.6 29.6 39.5 45.1 51.8 51.8 Newspapers 1+ 25 42 29 49 49 Magazines 1+ 5 8 9 10 11 12 13 13 13 Internet 1+ 31.6 38.8 41 43.1 45 45 Television reach is measured at an effective frequency of 4+ due to high commercial clutter and multiple channel viewing options. The study allows reach build rates to be compared between media. Observations from the above table are that the Internet builds reach more rapidly than Television (the primary medium), while Newspapers build reach instantly and Magazines work more slowly over time.

Each medium's campaign reach is compared to its potential reach to calculate the reach productivity index shown in awareness driver tables.

Contributions to campaign reach by medium can be assessed and decisions made relative to budget allocations for future scheduling. Observations from the above are that Magazines were found to have performed poorly in contributing to campaign reach.

Phase 4: Achievement of Each Medium's Strategic Role

The Strategic Role of Television

As the primary medium, Television's strategic role is described as providing targeted communication to fast-track reach and awareness. Equal emphasis on spot buying versus efficiency guaranteed buying provided a focus on reach as a priority over frequency and balanced effectiveness and economy. Television's strengths and weaknesses during the campaign are identified by the following example as;

The section concludes whether Television has delivered its strategic role, and nominates instances where awareness drivers did not work effectively. Specific recommendations arising out of the status of Television's performance are also documented.

Example: Television only partially achieved its strategic role because there were many instances where awareness drivers did not work at optimum effectiveness. There were also opportunities to substantially improve the campaign's productivity on weekly GRPs by channel, the channel mix, weekly prime ratios, tactical buying, and spread of GRPs by day. Closer monitoring of weekly deliveries is considered essential.

The Strategic Role of Newspapers

As a secondary medium, Newspapers strategic role is described as providing detailed product information important to consumers for consideration and delivery of instant reach at the campaign commencement. Newspapers' strengths and weaknesses during the campaign are identified by the following example as;

The section concludes whether Newspapers has delivered its strategic role, and nominates instances where awareness drivers did not work effectively. Specific recommendations arising out of the status of Newspapers' performance are also documented.

Example: Newspapers had delivered its strategic role after weeks 1 and 2 of the campaign. Selection of days for one newspaper was not productive. Sales in weeks 5 and 6 were flat and do not appear to have benefited from the second phase of scheduling which only added frequency. The product appears to have over-invested in Newspapers.

The Strategic Role of Magazines

As a secondary medium, Magazines' strategic role is described as to strengthen support for an image created in Television and other media, and supply product information important to consumers. The medium was to deliver quality communication through high reader attentiveness in an environment where readers are looking for ideas and inspiration to generally enrich their lifestyle. Magazines also needed to provide low cost frequency of impacts not affordable in other media. The strengths and weaknesses during the campaign are identified by the following example as; Strengths Weaknesses

Quality title mix Some high readership titles excluded

Page dominant ads Weekly titles excluded but offer benefits Premium positioning Opportunity to boost reach not exploited Low cost frequency achieved Consumer insights not applied

Editorial support absent in 10 of 13 titles Reach built more slowly than other media

The section concludes whether Magazines has delivered its strategic role, and nominates instances where awareness drivers did not work effectively. Specific recommendations arising out of the status of Magazines' performance are also documented.

Example: Sales for weeks 7 to 9 suggest Magazines achieved its strategic role but operated at a reduced level far below its potential. Title selection needed to be more targeted, inclusion of weekly magazine titles should have been considered to substantially boost reach and the medium's campaign contribution. And publishers should be leveraged for greater editorial support as a condition of advertising space purchased, there are numerous opportunities for product exposure in sections such as news, beauty, product reviews, and endorsements that remained under utilized.

The Strategic Role of the Internet

As a secondary medium, the Internet's strategic role is described as to provide quality communication not just advertising and to interact with consumers in a manner relevant to their lifestyle and needs. To achieve this strategic role, behavioral targeting was necessary to establish a linkage between consumers and the product, and drive consumers to the product's event website. The Internet's strengths and weaknesses during the campaign are identified by the following example as;

The section concludes whether the Internet has delivered its strategic role, and nominates instances where awareness drivers did not work effectively. Specific recommendations arising out of the status of Internet performance are also documented. Example: The Internet delivered planned impressions and exceeded expectations on the click through rate (CTR) to achieve its strategic role. Internet activity was considered to be largely responsible for the sales spike in week 4. The CTR on Yahoo needs to be adjusted for future campaigns, it was underestimated and resulted in an over investment by the product on that website. Future activity needs to include MSN and consider functions such as search (SEM), electronic direct mail (EDM), online videos, and blog marketing.

Phase 5: Campaign ROI Factor and Recommendations

The productivity indices measured by medium are used to calculate the campaign ROI factor proportionate to each medium's investment. A productivity/ROI scale has been developed based on extremities and graded on logic to provide evaluation for scores by medium and overall.

The methodology allows the reader to identify at a glance where opportunities exist to improve productivity through a combination of budget re-allocation and greater control over awareness driver effectiveness by medium.

Example from the above table: The Internet was the most productive medium followed by Newspapers. Television and Magazines were compromised by ineffectual scheduling and their respective strategic roles in the media mix need to be reviewed. Reduced expenditure in Newspapers and greater investment in Internet would have increased the ROI factor quite substantially.

An ROI factor of 0.71 scores on the low side of good and indicates that greater productivity is both possible and essential for future investment

Recommendations discuss the campaign's weekly structure and how it could have been improved through better synergy between the four media in the mix. Inadequacies in the selection of media vehicles within media and the execution of airtime and space are nominated. Specifics are extracted from the analyses to detail how media support could have been more effective and productive. Comments generally focus on refinements necessary to increase productivity for future campaigns.