Focus for profit

2

BIENVENIDA

III Seminario Anual "FOCUS FOR PROFIT: La importancia del enfoque en el nuevo panorama de Medios.

El primer año hablamos Del poder de TV Paga.

El año pasado hablamos de engagement: Impacto efectivo de la publicidad.

Hoy hablaremos de la importancia del ENFOQUE en el nuevo panorama de Medios, tema para el cual hemos invitado a la reconocida y experimentada Laura Ries.

3

LAMAC

Gary McBride Presidente LAMAC.

Daniela Martinez Directora Andina LAMAC.

Harol Rey Gerente de Investigaciones LAMAC Colombia.

Margarita Giraldo Gerente LAMAC Colombia.

4

Actividades

•Guía TV Paga

•Newsletter

•Capacitación Herramienta de Optimización

•Proyectos especiales con grandes anunciantes

5

CARLOS DELGADO

PRESIDENTE ANDA

7

Bienvenidos al III Seminario Anual de Televisión Paga

8

Objetivo

Compartir cifras actualizadas de televisión Paga

Discutir nuevos conceptos de mercadeo

9

El medio tradicional

ERA

la fuente primaria de información y entretenimiento

10

Los consumidores tienen muchas alternativas

11

Los consumidores son más cínicos

12

6 clicks, 2 segundos de distancia…

13

Los consumidores

son más inteligentes

14

Ahora es muy complicado lograr diferenciación

15

Hoy todos los productos se pueden duplicar

16

No hay diferencia en distribución productos

No hay diferencia en los precios

17

¿Cómo se logra la diferenciación?

18

Con el mensaje publicitario y los medios

19

Pero los medios han recibido menos

importancia como herramienta para la diferenciación de las

marcas

20

Históricamente … “¡Necesito alcance!” “¡Necesito estar en

Caracol y RCN porque mi competidor está ahí!”

“¡quiero unos bajos CPM!”

21

¿Por qué insistimos en regresar a los hábitos y costumbres de

siempre?

22

Los medios masivos están perdiendo relevancia

Los medios selectivos la están ganando

23

2004 2007

Incremento

La penetración de TV Paga muestra una tendencia en

crecimiento

58%

Fuente: IBOPE TGI Latina, Base Colombia

74,6%

29%29%29%29%

24

El share de TV Abierta ha ido bajando

El share de TV abierta ha bajado de 83% a

73% Target Total Personas

82.8%

79.4%

76.1%

70%

75%

80%

85%

Ma

r-04

Ma

y-04

Jul-0

4

Sep

-04

No

v-04

Ene

-05

Ma

r-05

Ma

y-05

Jul-0

5

Sep

-05

No

v-05

Ene

-06

Ma

r-06

Ma

y-06

Jul-0

6

Sep

-06

No

v-06

Ene

-07

Ma

r-07

Ma

y-07

73.3%

Fuente: IBOPE Colombia, Telereport, share mensual Marzo 2004 -junio 2007, total día, lunes a domingo, target total personas. Penetración IBOPE

25

El share de TV Paga, esta aumentando

Target Total Personas

16.2%

19.7%

22.3%

10%

15%

20%

25%

30%

Ma

r-04

Ma

y-04

Jul-0

4

Sep

-04

Nov-

04

Ene-0

5

Ma

r-05

Ma

y-05

Jul-0

5

Sep

-05

Nov-

05

Ene-0

6

Ma

r-06

Ma

y-06

Jul-0

6

Sep

-06

Nov-

06

Ene-0

7

Ma

r-07

Ma

y-07

Share

Fuente: IBOPE Colombia, Telereport, share mensual Marzo 2004 -junio 2007, total día, lunes a domingo, target total personas. Penetración IBOPE

24.3%

26

TV Paga es efectiva y eficiente…

48%36%P 12- 17 Med- Alt

49%37%Hombres 18+ Med- Alt

22%24%Mujeres 18+ Med- Alt

75%37%P 4- 11

Ahorros enpresupuesto

%Inv en TV PagaTarget

48%36%P 12- 17 Med- Alt



75%37%P 4- 11



48%36%P 12- 17 Med- Alt



75%37%P 4- 11



48%36%P 12- 17 Med- Alt



75%37%P 4- 11



8%49%P 12- 17 Med- Alt



23%60%P 4- 11 Med- Alt

% de Alcance Adicional


8%49%P 12- 17 Med- Alt



23%60%P 4- 11 Med- Alt



8%49%P 12- 17 Med- Alt



23%60%P 4- 11 Med- Alt



8%49%P 12- 17 Med- Alt



23%60%P 4- 11 Med- Alt



Fuente: IBOPE Colombia: Planview, todos los planes se hicieron con cuatro semanas y seleccionando soportes con un minimos de afinidad de 120

27

Penetración de IBOPE del 50%

No se ha actualizado desde el año 2004

28

En Colombia los cambios de penetración son drásticos

29

Cambios esperados en la penetración de TV Paga

Penetración Actual

TV Paga50.0%

Estimado Penetración TV Paga en IBOPE 2008

TV Paga65.0%

Fuente: IBOPE Colombia y estimado de penetración a partir de enero 2008

30

TV abierta pierde un 45% de su audiencia en hogares con TV

Paga

10.9%

6.1%

5.5%

Personas sin TV Paga Personas con TV Paga

Ven TV Abierta Ven TV Paga

-45%

Fuente: IBOPE Media, Telereport, rating promedio enero-junio 2007, lunes a domingo, 06:00-30:00,

31

Cambios esperados en el SHARE de TV Paga

Share Actual

TV Paga24%

Share Estimado TV Paga en IBOPE 2008

TV Paga32%

Fuente: IBOPE Colombia y estimado de share a partir de enero 2008

32

El aumento en el share de TV Paga implica una reducción de la audiencia en TV

abierta

33%

-11%-20%

0%

20%

40%

TV Abierta TV Paga

Fuente: IBOPE Colombia y estimado de share a partir de enero 2008

33

Los planes de Medios para 2008 tienen que considerar

esta cifra

34

Lo importante es hacer algo al respecto

35

La inversión mínima en el 2008 en TV Paga debe

ser 32%

36

¡No hacerlo es obviar el ritmo del mercado!

37

Sabemos que si están respondiendo

La inversión publicitaria en el medio crece a un ritmo superior del 50%

Pero todavía la inversión no corresponde a la importancia del medio

38

TV Paga tiene solamente el 3% de inversión total

televisiva

39

Enviar un mensaje a todo el mundo ya no resulta

eficaz

Cada vez es más importante alcanzar al

target enfocado

40

Hay que utilizar medios que segmenten

Que permitan generar un vínculo emocional con las

marcas

41

Frans Kok, Market Response

42

Ratings≠

Efectividad

Efectividad=

Apreciación

43

Pam Batalis: “Engagement y su efecto en ROI”

44

Engagement

Efectividad

ROI

45

Laura Ries: Focus for ProfitPresidente de Ries & Ries•Fundadora de la firma de mercadeo estratégico Ries & Ries.

•Graduada con honores de la Universidad de Northwestern en Evanston, Illinois.

•Coautora de varios libros como “Las 22 leyes inmutables de la marca”, y “El origen de las marcas”.

46

LAMAC

48

Traditional media approach.

Reach:Reach everybody in the target market.

& Frequency:As often as you can afford.

49

In other words.

50

Start with a big bang.

51

Hopefully, sales take off, too.

Time

Sa

les It never happens.

52

Most successful new product.

53

Sales of Apple iPods.

0

4

8

12

16

20

24

28

2001 2002 2003 3004 2005 2006

In millions.

54

“Reach everybody” is obsolete.

Years ago, there was less advertising and fewer competitors. It was a timeyou could afford to reach everybody.

Today, you need to rethink yourreach everybody strategy.

Today, you need to reach somebody.Somebody that counts.

55

“Reach somebody” is hot.

Today, you need to reach somebody.It is not about reaching everybody.

It is about reaching the somebody that counts.

56

It’s like lighting a fire.

57

You light the easiest twig first.

58

Eventually all the logs burn.

59

Look at Internet brands.

Back in the days of the Dot.com Bubblehundreds of brands were launched

with massive, reach everybody advertising campaigns.

60

All were spectacular failures.

Back in the days of the Dot.com Bubblehundreds of brands were launched

with massive, reach everybody advertising campaigns.

61

A typical Internet launch.

Pets.com

62

$60 million on advertising.

63

$22 million in sales.

64

The patient died.

65

Another Internet disaster.

Webvan.com

66

Launched with a massive ...

... reach everybody campaign.

67

Two years later, they folded.

Webvan loss:$830 million.

68

Another Internet brand.

FreshDirect.com

69

The same strategy as Webvan.

70

Webvan versus Fresh Direct.

Webvan launched a national brand with operations in many cities.

Fresh Direct concentrated on one market (New York City.)

71

Broadcast vs. cable TV.

Webvan used massive advertising, including broadcast TV.

Fresh Direct used selective media,including cable TV.

72

$200 million and profitable.

73

The only Internet successes.

Only those brands that started small,with small advertising budgets, andthen gradually built a customer base

through word-of-mouth.

74

Successful Internet brands.

Amazon.

eBay.

Yahoo!

Google.

75

There’s another reason.

Most people don’t make their branding decisions from exposure to advertising.

76

The most powerful medium?

Television?

Radio?

Magazines?

Newspapers?

Outdoor?

77

None of these.

Television.

Radio.

Magazines.

Newspapers.

Outdoor.

78

The most powerful medium.

Word of mouth.

79

Motivated by an advertisement.

Motivatedby an ad

80

Nine by word of mouth.

Motivatedby an ad

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

• Word of mouth

81

Reach the one that counts.

Motivatedby an ad

82

To put an idea into a prospect’s mind takes time.

The law of patience.

83

Do brands take off like rockets?

84

Or like an airplane?

85

Big bang or slow take-off?

Rocket ship

Airplane

86

XM Satellite Radio.

2001 advertising budget . . . $100 million

2002 advertising budget . . . $58 million

87

After $158 million dollars.

0

1

2

3

4

5

6

4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006

Mill

ion

s o

f s

ub

sc

rib

ers

400,000 subscribers

88

Now over 6 million subscribers.

0

1

2

3

4

5

6

4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006

Mill

ion

s o

f s

ub

sc

rib

ers

89

Now over 6 million subscribers.

0

1

2

3

4

5

6

4 2002 2 3 4 2003 2 3 4 2004 2 3 4 2005 2 3 4 2006

The tipping point

Mill

ion

s o

f s

ub

sc

rib

ers

90

Annual sales of a new drink.

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

87 89 91 93 95 97 99 '01 '03 '05

Sales in millions.

Nine years to reach$100 million in sales.

91

The brand is Red Bull.

$0

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

87 89 91 93 95 97 99 '01 '03 '05

Sales in millions.

92

$3.4 billion in annual sales.

93

18 years to reach $100 million.

94

Fractional jet ownership.

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

86 88 90 92 94 96 98 '00 '02 '04

Tipping point

Cresting point

95

Annual sales of a new chain.

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

87 89 91 93 95 97 99 '01 '03 '05

In millions.

96

The chain is Starbucks.

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

87 89 91 93 95 97 99 '01 '03 '05

In millions.

97

U.S. cellphone subscribers.

0

40

80

120

160

200

85 87 89 91 93 95 97 99 '01 '03 '05

In millions.

98

The rise of Volkswagen.

0

100000

200000

300000

400000

500000

600000

1950 1952 1954 1956 1958 1960 1962 1964 1966 1968

99

Annual sales of a new airline.

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

'71 '74 '77 '80 '83 '86 '89 '92 '95 '98 '01 '04

Revenues in millions.

10 years to reach $100 million

100

The airline is Southwest.

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

'71 '74 '77 '80 '83 '86 '89 '92 '95 '98 '01 '04


101

Ryanair passengers.

0

5

10

15

20

25

30

85 87 89 91 93 95 97 99 '01 '03 '05

In millions.

102

Annual sales of software brand.

$0

$10,000

$20,000

$30,000

$40,000

'75 '78 '81 '84 '87 '90 '93 '96 '99 '02 '05


10 years to reach$100 million

103

The brand is Microsoft.

$0

$10,000

$20,000

$30,000

$40,000

'75 '78 '81 '84 '87 '90 '93 '96 '99 '02 '05


104

Annual sales of a retail brand.

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

'62 '66 '70 '74 '78 '82 '86 '90 '94 '98 '02 '06

b

Sales in millions.

14 years to reach$100 million

105

The brand is Wal-Mart.

$0

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

$350,000

'62 '66 '70 '74 '78 '82 '86 '90 '94 '98 '02 '06

b

Sales in millions.

106

A mythical sales curve.

Time

Sa

les

107

A normal sales curve.

Time

Sa

les

108

What advertising works best?

?

109

What advertising works best?

Advertisingthat drives

word of mouth.

110

Make sure your ads contain words that consumers can use to pass along your message.

The law of verbalization.

111

Chevrolet.

“An American revolution.”

112

Infiniti.

“Renegade, fearless, bold . . .

113

Coca-Cola advertising.

Polar bears drink Coke?

114

BMW.

“The ultimate driving machine.”

115

BMW.

It must be fun to drive.

116

Barilla.

Italy’s #1 pasta.

117

The lonely Maytag repairman.

The dependable brand.

118

McDonald’s.

“You deserve a break today.

119

When you lose focusyour strategies change from reaching somebody to reaching everybody.

The law of focus.

120

What happened to Dell?

121

Dell was totally focused.

• One product, the personal computer.

• One market, the business market.

• One distribution channel,direct by phone.

• Dell Computer had best stock market performance in the decade of the 1990s.

122

Today, Dell is in trouble.

Business Week, September 4, 2006.

123

Computer market shares.

Hewlett-Packard . . . 19 percent.

Dell . . . . . . . . . . . . . . 15 percent.

Lenovo . . . . . . . . . . . 7 percent.

Acer . . . . . . . . . . . . . . 7 percent.

Toshiba . . . . . . . . . . . 4 percent.

First quarter, 2007.

124

Dell is no longer focused.

•One product: The PC.

•One market: Business.

•One channel: Direct.

125


•Many products.

•One market: Business.


126


•Many products.

•Business and consumer.


127


•Many products.

•Business and consumer.

•Direct and retail.

128

Consumers are only 15 percent.

Business

Consumer

129

14 flavors of Coca-Cola.

130

Two flavors: 87 percent.

131

Four flavors: 96 percent.

132

Six different shaving gels.

133

Five flavors of Tabasco sauce?

134

Eight flavors of vodka?

135

Wal-Mart’s fashion moves.

• Hired a top executive from Target.

• Opened an office in Manhattan’sFashion District.

• Presented a fashion show in New York.

• Ran an 8-page advertisement in Vogue.

136

“Upgrade style falls flat.”

The Wall Street Journal, October 17, 2006.

137

“Wal-Mart’s midlife crisis.”

Business Week, April 30, 2007.

138

When you expand a brand,you weaken the brand.

The law of expansion.

139

Largest U.S. advertised brand.

$7.1 billionon advertising.

Last 10 years

140

Would you believe?

Chevrolet.

141

What’s a Chevrolet?

142

What’s a Chevrolet?

A large, small, cheap, expensive car or truck.

143

A burned-out brand.

144

All GM brands are in trouble.

The Atlanta Journal-Constitution, January 27, 2006.

145

What’s a Volkswagen?

146

A small, ugly, reliable car.

147

Think big.

148

Think fast.

149

Think smart.

150

Think ahead.

151

Or don’t think at all.

152

Volkswagen’s downhill drive.

0%

10%

20%

30%

40%

50%

60%

70%

1965 1970 1975 1980 1985 1990 1995 2000 2003

Percentage of U.S.import market

153

Volkswagen’s downhill drive.

0%

10%

20%

30%

40%

50%

60%

70%

1965 1970 1975 1980 1985 1990 1995 2000 2003

Percentage of U.S.import market

Notice the blip.

154

Volkswagen 2.0

155

Now that’s a Volkswagen!

156

What’s a Mercedes?

Prestige.

157

Mercedes went downmarket.

Business Week, August 26, 1996.

158

Cheap Mercedes sports car.

$40,000

159

The off-the-road Mercedes.

$35,000

160

The Mercedes minivan.

$27,000

161

The Mercedes minitruck.

$25,000

162

The mini Mercedes.

$17,000

163

Failed the moose test.

Scandinavia.

164

Mercedes Smartcar.

$9,000

165

Mercedes mountain bike.

$1,900

166

Baby Benz.

$89.50

167

Question:

What happens when you introduce cheap versions

of expensive products?

168

You have a perception problem.

Can’t be any good.

169

“Mercedes hits a pothole.”

Fortune, October 27, 2003.

170

“An engineering icon slips.”

The Wall Street Journal, February 4, 2002.

171

“Mercedes’ head-on collision.”

Business Week, July 21, 2003

172

What’s a Saturn?

173

Saturn of the Hamptons.

The average Saturn dealer.

174

The only brand with one model.

175

Vehicles sold per dealer, 1994.

Saturn . . . . . . . 960

Toyota . . . . . . . . 841

Ford . . . . . . . . . . 746

Honda . . . . . . . . 677

Nissan . . . . . . . . 661

Chevrolet . . . . . 553

176

Saturn went upmarket.

177

Double sales?

Automotive News, April 5, 1999.

178

Vehicles sold per dealer, 2006.

Toyota . . 1,821 Mercedes . 731Lexus . . . 1,479 Infiniti . . . . 675Honda . . . 1,286 Ford . . . . . 645Nissan . . . 839 Hyundai . . 628BMW . . . . . 811 Chevrolet . 586Acura . . . . . 757 Saturn . . . 520

179

Young and single: Saturn.

180

Young and single: Saturn.

181

Promoted with a raise: BMW.

182

Promoted with a raise: BMW.

183

Married with kids: Volvo.

184

Married with kids: Volvo.

185

Divorced: Ferrari.

186

Divorced: Ferrari.

187

The ladder of life.

Rolex

Seiko

Swatch

188

A brand becomes strongerwhen you narrow its focus.

The law of contraction.

189

Every town had a coffee shop.

190

What did Howard Schultz do?

191

Coffee shop just sells coffee.

192

Howard is worth millions.

193

Willie is broke.

194

Every town had a delicatessen.

195

What did Fred DeLuca do?

196

The submarine sandwich.

197

Subway.A submarine name.

198

Fast-food chains. 1. McDonald’s . . . . . . . . . . $25.6 billion

2. Burger King . . . . . . . . . . $8.0 billion

3. Wendy’s . . . . . . . . . . . . . $7.8 billion

4. Subway . . . . . . . . . . . . . . $7.2 billion

5. Taco Bell . . . . . . . . . . . . . $6.2 billion

6. Pizza Hut . . . . . . . . . . . . . $5.3 billion

7. Kentucky Fried Chicken $5.2 billion

8. Starbucks . . . . . . . . . . . . $4.9 billion2005 U.S. sales.

199

Fred DeLuca’s salary.

1990 . . . . . . . . . . . $27 million

1991 . . . . . . . . . . . $32 million

1992 . . . . . . . . . . . $42 million

1993 . . . . . . . . . . . $54 million

1994 . . . . . . . . . . . $60 million

200

The power of a focus.

201

Billions of kilowatts.

202

You can sit safely in the sun.

203

A few kilowatts of power.

204

A laser can cut through steel.

205

Burn a hole in a diamond.

206

Burn your way into the mind.

207

What’s a Rolex?

208

What’s a Rolex?

Expensive Swiss watch.

209

The fastest-growing retailer.

210

What’s a Zara?

Fast fashion.

211

Resupply a store in 14 days.

The Wall Street Journal, May 18, 2001.

212

Sold in 27 different countries.

213

Fastest-growing American city?

214

The only city with one industry?

215

Las Vegas, Nevada.

216

You can’t stand for everything.

217

A brand should striveto own a word in the mind of the consumer.

The law of the word.

218

Volvo owns “safety.”

219

A Volvo looks safe.

220

A Ferrari looks dangerous.

221

When you own a word.

Safety.

Nobody can steal it.

222

Honda is trying.

Advertising Age, September 6, 2004.

223

A multi-million dollar campaign.

224

General Motors has tried.

225

12-page “safety” inserts.

226

The 10 safest cars in America.

Automotive News, December 5, 2005.

227

How many are Volvos?

?

?

?

?

?

?

?

?

?

?

228

None.

Ford 500.

Saab 9-3.

Subaru Legacy.

Honda Civic.

Audi A3.

Audi A4.

Audi A6.

Chevrolet Malibu.

Volkswagen Jetta.

Volkswagen Passat.

229

Six Ragu varieties: 51%

230

Ragu market share: 37%

231

“Thicker” spaghetti sauce.

232

One variety: 27% share.

233

Curiously strong.

234

Memorable advertising.

Now the No. 1 peppermint brand.

235

“Natural” cosmetics.

236

$1.1 billion for the Body Shop.

The New York Times, January 4, 2006.

237

“Slippery.”

238

Movado: The museum watch.

239

Swatch: The fashion watch.

240

Zippo: The windproof lighter.

241

Most fitness clubs are unisex.

242

For women only.

America’s largest fitness chain.

243

What makes a movie star?

244

A man’s man.

John Wayne.

245

Sexy woman.

Marilyn Monroe.

246

Pretty woman.

Julia Roberts.

247

“Imprisoned in her archetype.”

“As many detours as Julia Roberts may take, she remains imprisoned in her archetype.”

Stephen Holden,The New York Times

248

Imprisoned at $20 million.

249

Bad boy.

Jack Nicholson.

250

Lovable cad.

Hugh Grant.

251

Action hero.

Tom Cruise.

252

The Governator.

Tough guy, Arnold Schwarzenegger.

253

The most powerful concept.

Word.

254

Volvo.

Safety.

255

BMW.

Driving.

256

Zara.

Fastfashion.

257

Prego spaghetti sauce.

Thick.

258

Altoids.

Couriouslystrong.

259

The Body Shop.

Natural.

260

The halo effect.

If you can own one attribute in the

mind, the prospect will give you many

others.

261

You can’t own everything.

Full line.High quality.Great service.

Low price.

262

But you can own a word.

263

An overcommunicated society.

The Brand of all brands

264

Reach everybody?

Exposureto an ad

265

Reach somebody that counts.

266

One great way to light the fire.

267

Cable TV.

269

Los consumidores son

DifEreNtes…

Por lo que se necesitan

estrategias diferentes…

Lo más contraproducente

es mantener el status quo

Colombia debe seguir los

nuevos ritmos del mercado

Recordemos que el panorama

de medios es diferente…

270

GRACIAS

www.lamac.org

Focus for profit

Documents

Transcript of Focus for profit