Читать книгу Marketing Performance - Freundt Tjark - Страница 7

Your marketing activities don't take place in a void. You are in constant competition with other companies for customer attention. In a noisy environment, it isn't always easy to make sure your voice is heard. Of course, volume isn't the only way to get your audience to listen. A relevant message, a creative campaign, and a compelling story are equally important to engage your target group. But it's all for nothing if your messages never break through to them.

Marketing expenditure as a percentage of revenues is perhaps the most common indicator of relative marketing intensity. While this metric varies greatly with industry and country, it is a quick and easy way of determining whether you are spending in a healthy range. Typical ad-to-sales ratios range from 1 to 17 percent (Exhibit 1.2), but there is a wide spread within each industry.7 In any case, you should have a good reason to spend either significantly below or above the average for your industry.

Exhibit 1.2 Average ad-to-sales ratios for different industries.

Source: Advertising Age, Capital IQ

Of course, marketing as a percentage of sales is a highly aggregated figure, and it can easily be distorted. For example, if you are a B2B2C company selling to intermediaries, your ad-to-sales ratio will look disproportionately high. This is because sell-in to retailers is lower than sell-out to end customers. Because of such distortions, you should use ad-to-sales ratios for rough orientation only. For benchmarking purposes, we recommend plotting your share of spending (SoS) against your share of market (SoM).

The textbook opinion is that your share of spending8 should roughly match your market share to sustain your position relative to competitors.9 In general, our experience corroborates this rule of thumb. But as the disguised example in Exhibit 1.3 shows, the “fair share of advertising” is not normally a linear function of revenues. If your market share is relatively low, you will have to overspend to get noticed (Players 1 and 2). Conversely, if your market share is very high, you are able to underspend (Player 3). This is a pattern we observe consistently, across countries, various industries, and many companies. Other reasons to deviate from the SoS/SoM equilibrium may be derived from specific strengths or weaknesses in sales performance, brand equity, or promotion intensity. For example, a high-performing sales force or a strong brand can compensate for part of the marketing communication investment that would normally be required to reach a share of spending in line with your market share. But if you are launching a new brand, or setting out to conquer a new market segment, you may need to overspend in relation to your market share. In general, marketing communication should always be managed as one of multiple interdependent commercial levers, such as prices, promotions, brand, and sales.

Exhibit 1.3 Outside-in benchmarking: Share of spending versus share of market.

Source: McKinsey

When you conduct this kind of analysis, only include companies you actually consider your competitors according to your definition of the relevant market. Separate rounds of analysis may be required for different countries and categories. Note that the share of spending in our example is limited to gross media expense, the only figure that is easily available in the public domain. For deeper insight, the share of spending analysis should also include major below-the-line positions – such as leaflets – especially for retailers. The trouble is that this data is hard to come by, at least for competitors. Once you have gone through a transparency creation effort, you will know your own expenditure. There are different approaches to quantify the equivalent for competitors. Some providers of advertising data – such as AC Nielsen and Ebiquity – also track non-classical media. Alternatively, you can approximate below-the-line spending by deducting observed above-the-line spending from total marketing expenditure as given in a competitor's annual report. But keep in mind that reported ad spending is usually based on gross rate cards. In reality, most companies are awarded substantial discounts on those rates. A hundred “observed” advertising dollars might actually have cost the advertiser only 50 dollars or less in cash-out. Accounting for these rebates, which vary greatly across countries, is particularly important when you combine marketing spend data from multiple sources. We recommend that you conduct this type of analysis for the last three years to reflect the dynamics in the market. Typically, changes in SoM trail changes in SoS.

There is no wrong or right when it comes to your position in the SoS/SoM scatter plot. It's all about good reasons and conscious choices. If you are big enough or have other advantages over your competitors – such as a superior, patent-protected product or exclusive access to a key distribution channel – you may get away with underspending. Apple, for example, spends less than 1 percent of sales on advertising.10 This is due to a combination of brand strength,11 superior products, and lock-in effects that make it unappealing for many customers to even consider any other brand. From the perspective of many users, the perceived switching cost of transferring their music, photos, and contacts to another platform is simply too high to bother. Conversely, you may have to spend more than your fair share if your competitors have some such advantage over you. But be aware that focusing solely on SoS can lead to an unhealthy budgeting spiral that leaves all competitors worse off. This is why we encourage you to approach budget sizing from additional angles, namely inside-out and in terms of saturation effects.