One of our primary goals is to make the metrics for our clients’ experiential marketing programs as comprehensive as possible. We often include data from multiple sources to our analysis. This indicates how the program performs against various levels of reach and impact.
The Assessment:
One thing we do is to assess how field staff performed against Key Performance Indicators (KPIs). Typically, we measure the number of samples distributed per hour, per event, or conversion rate. By doing this, we are able to show where the impact was the greatest based on event type, venue, time of day, type of sample distributed, etc.
The Surveys:
Consumer exit surveys provide insights into to the event experience. Those insights give us an immediate look at how each event impacted the consumer’s perception of the brand. We also can rate their willingness to engage with the brand or product, either as a customer or an advocate.
The Recipe for Success:
We combine the metrics and insights in our analysis to build a comprehensive story about the program. Sometimes, we have to sell the client on the value of a measurement strategy. For instance, one client had a nationwide sampling program, but a very tight budget. With little room left in the budget, they called on us for help towards the end of the program. We were in a position to offer assistance with management and analysis of a massive set of event recap metrics. Ultimately our findings led to a more comprehensive measurement strategy in the future.
The Measurement:
Overall, the program performed well, with key metrics exceeding goals. As a result, the team recommended including more KPIs for the next project. We would achieve this through enhanced, ongoing reporting consisting of monthly management reports. The monthly management reports monitor progress against KPIs and spotlight any resulting obstacles or barriers in the way of meeting our client’s goals. We can identify challenges and address them in a timely manner.
The Analysis:
The analysis also revealed which retailers had the strongest conversion rates and which had the lowest. The ideal time of day was also identifiable. In this case, events that began in the early afternoon generated the highest rates of conversion. The evidence illustrated the actual impact. The client was able to justify adjusting their strategy for the next year. They shifted their focus and increased the number of early afternoon events.
The ROI model:
We used recap consumer data from the events and PortMA’s database to calculate ROI. Our client appreciates the ROI model and wondered how the data would show with additional input. We recommended not only enhancing the measurement process by tracking more detail around key metrics but also by deploying a short (4-7 question) consumer survey on-site. The survey allows use to track reach and impact metrics and integrate them into our reports. In turn, we have been able to develop an ROI model that is unique to each client’s events. Each unique ROI model helps our clients to understand each program’s value.
In Conclusion:
As a result of our report and recommendations being backed by solid data, the client was able to clearly see the value of including metric in their program. We now have a measurement model and survey that we are able to modify for any unique client program.