THE FUTURE OF MARKETING HAS FEELINGS

Short List
TitleTHE FUTURE OF MARKETING HAS FEELINGS
BrandSAP
Category A06. Consumer Services / Business to Business
Product/ServiceSAP EXPERIENCE MANAGEMENT
Entrant PHD GERMANY Frankfurt, GERMANY
Idea Creation PHD GERMANY Frankfurt, GERMANY
Media Placement PHD GERMANY Frankfurt, GERMANY
Additional Company SOD SCREENONDEMAND GMBH Munich, GERMANY
Credits
Name Company Position
Stefan Würschinger PHD Germany Director
Patrick Schumacher PHD Germany Account Manager
Victoria Kampfmann PHD Germany Junior Executive Digital
Fabian Preiß PHD Germany Marketing Director

Why is this work relevant for Media?

European data laws have, in many instances, stymied the ambition of agencies’ drive to deliver personalised advertising at a mass level. We didn’t let that curtail our ambition on this campaign for our client SAP. This case was able to use a vast amount of complex data deliver a fully-GDPR compliant campaign and to do this across multiple media - in the home and out – and in many instances connect these media together. This campaign shows that emotional targeting is reality, adding a richer dimension to engaging target audiences in the right frame of mind at the right time.

Background

Top cloud company SAP understands that purely factual data does not always provide the most accurate solutions, but that emotional factors also play an important role. SAP’s new software “Experience Management" combines operational data with so-called experience data to understand the feelings of the people involved. The challenge now was to address this comparatively complex product to a very specific target group, the business-to-business (B2B) decision-makers in SAP's German-speaking home market (Germany, Austria, Switzerland). The objectives were two-fold: Firstly, we aimed to expose B2B decision-makers to the SAP product "Experience Management" and to anchor the advertising message in their minds permanently, ensuring SAP was positioned as the leader of this new category software. Secondly, we had to do justice to the innovative idea behind "Experience Management" and to reflect this in an innovative media concept, to guarantee an optimal interlocking of product and communication.

Describe the creative idea / insights (30% of vote)

We discovered that a high share of our audience (39%; i125) were regularly on business trips. That made airports a vital touchpoint. Furthermore, we investigated the latest research from Columbia University (New York City), which shows that communication via ads works more effectively when it is tailored to the unique psychological characteristics of the individual. A field study of more than 3.5 million people found that psychologically tailored advertising generated up to 40% more clicks and led to up to 50% more purchases compared to inappropriate or un-personalized advertising. This represents a unique opportunity for today's digital communication, because the psychological characteristics of people can be predicted very precisely based on their digital data, such as their Facebook likes, posts on Instagram or tweets via Twitter. So, we had to find innovative solutions in media communication to address the decision-maker target group with a message that also fits their personality

Describe the strategy (20% of vote)

In order to achieve the best user experience possible at relevant airport touchpoints and locations, business decision makers were clustered into mobile IDs (anonymised via their smartphones) and overlaid with psycho-graphical targeting to help further narrow down the individual decision maker. Based on the media and install behaviours we identified in this clustering process, we then additionally mapped our target audiences using five personality traits using owed the ‘OCEAN’ model (Openness, Consciousness, Extraversion, Agreeableness and Neuroticism). Every personality trait had a corresponding creative route so that the changing behaviours and emotional signals our target audience gave off would be dynamically reflected in the creative executions they were served across every medium we used. Smart TVs were also used within the channel mix to make an impact in ‘lean-back’ moments, while two touches on mobile ensured that the Smart TV spot provided an informative approach.

Describe the execution (20% of vote)

We used motion data from smartphones to determine precisely whether people from our target group were in the immediate proximity of the DOOH screens. This geotargeting approach allowed us to select the exact screens and display an SAP ad with a message that perfectly matched the personality of each individual. For every individual personality type, the matching motif is selected from five variants based on the OCEAN model. Our ‘OCEAN’ personality modelling that identified individual personalities by analysing target individuals’ respective and ongoing digital footprint meant the appropriate message was delivered to the right individual every time. We also reached our target audience at home by using mobile IDs to serve the right TV ad to the right personality type on Smart TVs. The retargeting on TV allowed to push the boundaries of content-based advertisement by creating human-centric narratives that feed on emotions and foster SAPs strong and authentic reputation.

List the results (30% of vote)

The campaign had been setup in two waves to allow measurement of the brand’s success for each channel used. As expected, the combination between the airport environment and the retargeting in micro moments lead to trusted and credible content that resulted in a significant increase in the uplift of the campaign. The first wave included smart TV (as first contact) and two mobile rotations. This saw: + 3.7% uplift in brand-recall + 38% uplift in message-recall + 33% uplift in ad-recall With DOOH panels being set into wave two, the following uplifts were later measured: + 6.2% uplift in brand-recall + 140% uplift in message-recall + 63% uplift in ad-recall In the BrandZ-ranking of the most valuable brands in Germany, SAP remains at the top, with +4% growth in brand value. Given that the overall budget was reduced by -28% (YOY), a clear indicator that more was achieved with less.