As I wrote in my last post, from the client/brand perspective, external macro & micro factors are applying unrelenting pressure on P&Ls, forcing brands to heavily scrutinize advertising budgets while concurrently increasing share of voice, content, and reach across a multitude of platforms in real time (i.e. mobile, always on, immediate, targeted). This brand-advertising disruption often puts clients and advertisers at odds. And like all disruptions, the us versus them relationship has to go through the familiar phases of denial, denigration, distinction, and then finally partnership. Some forward-thinking agencies embrace the disruptions and are making adjustments, partnering with crowdsourcing platforms and more “agile” (probably the most over-used word in 2015) vendors to develop creative, content, and commercialization tactics at scale. From the client/brand side we similarly have to challenge ourselves to embrace higher degrees of risk and uncertainty; challenge ourselves to build flexible frameworks where experimentation is institutionalized, measured, and financially supported in the quarterly marketing & business planning process.
Institutionalization not Bureaucratization
If you believe that execution is the only strategy/innovation consumers see then I proffer that only through iterative experimentation can you illuminate consumers' desires in real time. But how does a CPG brand institutionalize media/advertising experimentation in an industry that does not explicitly place a value on experimentation? A symbiotic industry where upfronts, risk avoidance and predictable quarterly earnings growth are paramount? A measured approach toward systematic experimentation, I believe, is the key. We measure innovation with metrics like Return on Investment and Return on Innovation; is there now a need for Return on Experimentation (RoEX)?
There’s plenty of case studies on how higher levels of empowerment lead to higher levels of employee engagement. I’m suggesting that a measure like RoEX can similarly lead to higher levels of engagement while also providing a repeatable, measurable rubric for downsizing risk into quick-turn snackable experiments. No need to eat the brand-disruption-risk-elephant in one bite.
“Inspiration without allocation is meaningless” - B. Bonin Bough
The good news is that some large scale traditional companies are investing in start up Labs, Incubators, Innovation Centers, and Foundries within their company walls with the goal of experimenting outside their internal processes to unlock value and deliver breakthrough “digital” or “shopper” innovation. There’s even a whole crop of players that specialize in developing brand accelerator programs within traditional CPG companies; promote intrapreneurism if you will.
The challenge then is how do these internal accelerator / incubators not fall prey to the same old corporate bureaucratization that led to their development in the first place? How does the work of the internal accelerator link back to the day-to-day grind of selling cases? Said differently, how can experimentation be institutionalized on a daily basis versus being the sole proprietorship of these accelerators / incubators? As a recovered corporate financial analyst, I can tell you that unless it’s built into the annual / quarterly business planning cycle, experimentation doesn’t get noticed or prioritized.
Net, whether through an internal incubator or through quarterly marketing planning (ideally both), regular, snackable (read “fast”), and funded experiments are the key; RoEX can be the measure of success.
Next: The changing nature of a CPG brand.