Wally Ollins, of Wolf Ollins fame and a legend of sorts in the branding world, didn’t look too kindly upon brand measurement. "There are too many people," he said "... who are fed the rubbish that if you can't analyze it - if you can't chew it up into numbers - it doesn't exist." Not one to mince words, he continued, "I deeply reject all that and find it to be a contemporary version of witchcraft." It's hard to argue with Wally; somewhere along the way doctrine and data have dulled the notion that brand is, to quote JetBlue's CEO, "the way we feel."
The Inevitability Of Measurement
David Aaker is a legend of sorts as well in the branding world, and a lot of his work centers on brand equity. David writes of brand as an asset. And as an asset, it is must withstand financial scrutiny and ROI justification. CMOs may know it in their hearts, but CEOs and CFOs must see it on paper. That leaves us with the unenviable task of calculating the incalculable. Many have rushed forward to meet this challenge. I describe various measurement techniques in detail in my new report for Forrester clients: Branding Never Sleeps; a brief summary appears below.
Four Measurement Streams
The nitty gritty of brand performance is relatively easy to measure using survey, operational, and transactional data
Near-real time brandsentiment can be captured by social listening, although skewed samples and lack of established frameworks muddy the water
Perception can be surveyed, but traditional ask-and-tell tracking of emotions is fraught with problems; neuromarketing offers some emerging and exciting avenues
It's not about whether brands have value. It's about how to manage the value.
Twilight Of The Brands
In early 2014, our profession faced an existential crisis. The end was near, said James Surowiecki, in his New Yorker article, "Twilight Of The Brands." Look at Lululemon, he cried. The cult-like athletic wear brand was reeling from product failure and leadership indelicacies. And he referenced new research that said consumers were "supremely well informed," and did not need to "rely on logos" to determine value.
In The Pink Of Health
Turns out Surowiecki wasn't so well informed after all:
More is not better. It is true that the digital age brings with it more information about brands. More than many would care for, really. And therein lies the rub – this tsunami without filter or curation does little to clarify and more to confuse.
Brands signify more than information. The idea of brand as a signal of value is valid, although simplistic. More information may bridge quality and trustworthiness gaps, but a brand is much more. It conveys an emotional connection. Information plays no role in sipping a Coke or running in Nike.
The wild west of mobile in insurance is getting tamed. Mobile is no longer just a fun experiment—it’s now a crucial element in the customer and agent experience. We first published our mobile insurance metrics report in August of 2013. At the time, we were struck by how dependent insurers were on a single metric to prove their mobile success: Application downloads.
With 15 more months of mobile development chops under their belts, in November, we decided to take a look at how much more sophisticated mobile insurance strategists had become in their mobile performance measurement strategies. The answer? Unlike other industries where mobile metrics have grown up, insurers remain stuck in mobile adolescence. How do we know? Because topping the mobile insurance metrics list in 2014 are web traffic and app downloads. Fewer insurers are tracking metrics that measure real business outcomes like conversions and mobile revenue transactions.