Post on 29-Jun-2015
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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.
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LAMAC
Gary McBride Presidente LAMAC.
Daniela Martinez Directora Andina LAMAC.
Harol Rey Gerente de Investigaciones LAMAC Colombia.
Margarita Giraldo Gerente LAMAC Colombia.
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Actividades
•Guía TV Paga
•Newsletter
•Capacitación Herramienta de Optimización
•Proyectos especiales con grandes anunciantes
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CARLOS DELGADO
PRESIDENTE ANDA
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Bienvenidos al III Seminario Anual de Televisión Paga
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Objetivo
Compartir cifras actualizadas de televisión Paga
Discutir nuevos conceptos de mercadeo
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El medio tradicional
ERA
la fuente primaria de información y entretenimiento
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Los consumidores tienen muchas alternativas
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Los consumidores son más cínicos
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6 clicks, 2 segundos de distancia…
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Los consumidores
son más inteligentes
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Ahora es muy complicado lograr diferenciación
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Hoy todos los productos se pueden duplicar
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No hay diferencia en distribución productos
No hay diferencia en los precios
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¿Cómo se logra la diferenciación?
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Con el mensaje publicitario y los medios
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Pero los medios han recibido menos
importancia como herramienta para la diferenciación de las
marcas
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Históricamente … “¡Necesito alcance!” “¡Necesito estar en
Caracol y RCN porque mi competidor está ahí!”
“¡quiero unos bajos CPM!”
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¿Por qué insistimos en regresar a los hábitos y costumbres de
siempre?
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Los medios masivos están perdiendo relevancia
Los medios selectivos la están ganando
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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%
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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
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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%
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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
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
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
49%37%Hombres 18+ Med- Alt
22%24%Mujeres 18+ Med- Alt
75%37%P 4- 11
Ahorros enpresupuesto
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
8%49%P 12- 17 Med- Alt
7%45%Hombres 18+ Med- Alt
3%27%Mujeres 18+ Med- Alt
23%60%P 4- 11 Med- Alt
% de Alcance Adicional
%Inv en TV PagaTarget
Fuente: IBOPE Colombia: Planview, todos los planes se hicieron con cuatro semanas y seleccionando soportes con un minimos de afinidad de 120
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Penetración de IBOPE del 50%
No se ha actualizado desde el año 2004
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En Colombia los cambios de penetración son drásticos
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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
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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,
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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
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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
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Los planes de Medios para 2008 tienen que considerar
esta cifra
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Lo importante es hacer algo al respecto
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La inversión mínima en el 2008 en TV Paga debe
ser 32%
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¡No hacerlo es obviar el ritmo del mercado!
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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
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TV Paga tiene solamente el 3% de inversión total
televisiva
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Enviar un mensaje a todo el mundo ya no resulta
eficaz
Cada vez es más importante alcanzar al
target enfocado
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Hay que utilizar medios que segmenten
Que permitan generar un vínculo emocional con las
marcas
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Frans Kok, Market Response
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Ratings≠
Efectividad
Efectividad=
Apreciación
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Pam Batalis: “Engagement y su efecto en ROI”
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Engagement
Efectividad
ROI
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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”.
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LAMAC
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Traditional media approach.
Reach:Reach everybody in the target market.
& Frequency:As often as you can afford.
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In other words.
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Start with a big bang.
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Hopefully, sales take off, too.
Time
Sa
les It never happens.
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Most successful new product.
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Sales of Apple iPods.
0
4
8
12
16
20
24
28
2001 2002 2003 3004 2005 2006
In millions.
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“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.
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“Reach somebody” is hot.
Today, you need to reach somebody.It is not about reaching everybody.
It is about reaching the somebody that counts.
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It’s like lighting a fire.
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You light the easiest twig first.
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Eventually all the logs burn.
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Look at Internet brands.
Back in the days of the Dot.com Bubblehundreds of brands were launched
with massive, reach everybody advertising campaigns.
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All were spectacular failures.
Back in the days of the Dot.com Bubblehundreds of brands were launched
with massive, reach everybody advertising campaigns.
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A typical Internet launch.
Pets.com
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$60 million on advertising.
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$22 million in sales.
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The patient died.
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Another Internet disaster.
Webvan.com
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Launched with a massive ...
... reach everybody campaign.
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Two years later, they folded.
Webvan loss:$830 million.
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Another Internet brand.
FreshDirect.com
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The same strategy as Webvan.
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Webvan versus Fresh Direct.
Webvan launched a national brand with operations in many cities.
Fresh Direct concentrated on one market (New York City.)
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Broadcast vs. cable TV.
Webvan used massive advertising, including broadcast TV.
Fresh Direct used selective media,including cable TV.
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$200 million and profitable.
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The only Internet successes.
Only those brands that started small,with small advertising budgets, andthen gradually built a customer base
through word-of-mouth.
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Successful Internet brands.
Amazon.
eBay.
Yahoo!
Google.
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There’s another reason.
Most people don’t make their branding decisions from exposure to advertising.
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The most powerful medium?
Television?
Radio?
Magazines?
Newspapers?
Outdoor?
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None of these.
Television.
Radio.
Magazines.
Newspapers.
Outdoor.
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The most powerful medium.
Word of mouth.
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Motivated by an advertisement.
Motivatedby an ad
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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
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Reach the one that counts.
Motivatedby an ad
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To put an idea into a prospect’s mind takes time.
The law of patience.
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Do brands take off like rockets?
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Or like an airplane?
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Big bang or slow take-off?
Rocket ship
Airplane
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XM Satellite Radio.
2001 advertising budget . . . $100 million
2002 advertising budget . . . $58 million
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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
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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
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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
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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.
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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.
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$3.4 billion in annual sales.
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18 years to reach $100 million.
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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
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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.
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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.
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U.S. cellphone subscribers.
0
40
80
120
160
200
85 87 89 91 93 95 97 99 '01 '03 '05
In millions.
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The rise of Volkswagen.
0
100000
200000
300000
400000
500000
600000
1950 1952 1954 1956 1958 1960 1962 1964 1966 1968
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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
Revenues in millions.
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
Revenues in millions.
10 years to reach$100 million
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The brand is Microsoft.
$0
$10,000
$20,000
$30,000
$40,000
'75 '78 '81 '84 '87 '90 '93 '96 '99 '02 '05
Revenues in millions.
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
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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.
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A mythical sales curve.
Time
Sa
les
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A normal sales curve.
Time
Sa
les
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What advertising works best?
?
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What advertising works best?
Advertisingthat drives
word of mouth.
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Make sure your ads contain words that consumers can use to pass along your message.
The law of verbalization.
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Chevrolet.
“An American revolution.”
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Infiniti.
“Renegade, fearless, bold . . .
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Coca-Cola advertising.
Polar bears drink Coke?
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BMW.
“The ultimate driving machine.”
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BMW.
It must be fun to drive.
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Barilla.
Italy’s #1 pasta.
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The lonely Maytag repairman.
The dependable brand.
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McDonald’s.
“You deserve a break today.
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When you lose focusyour strategies change from reaching somebody to reaching everybody.
The law of focus.
120
What happened to Dell?
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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.
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Today, Dell is in trouble.
Business Week, September 4, 2006.
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Computer market shares.
Hewlett-Packard . . . 19 percent.
Dell . . . . . . . . . . . . . . 15 percent.
Lenovo . . . . . . . . . . . 7 percent.
Acer . . . . . . . . . . . . . . 7 percent.
Toshiba . . . . . . . . . . . 4 percent.
First quarter, 2007.
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Dell is no longer focused.
•One product: The PC.
•One market: Business.
•One channel: Direct.
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Dell is no longer focused.
•Many products.
•One market: Business.
•One channel: Direct.
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Dell is no longer focused.
•Many products.
•Business and consumer.
•One channel: Direct.
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Dell is no longer focused.
•Many products.
•Business and consumer.
•Direct and retail.
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Consumers are only 15 percent.
Business
Consumer
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14 flavors of Coca-Cola.
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Two flavors: 87 percent.
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Four flavors: 96 percent.
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Six different shaving gels.
133
Five flavors of Tabasco sauce?
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Eight flavors of vodka?
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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.
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“Upgrade style falls flat.”
The Wall Street Journal, October 17, 2006.
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“Wal-Mart’s midlife crisis.”
Business Week, April 30, 2007.
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When you expand a brand,you weaken the brand.
The law of expansion.
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Largest U.S. advertised brand.
$7.1 billionon advertising.
Last 10 years
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Would you believe?
Chevrolet.
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What’s a Chevrolet?
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What’s a Chevrolet?
A large, small, cheap, expensive car or truck.
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A burned-out brand.
144
All GM brands are in trouble.
The Atlanta Journal-Constitution, January 27, 2006.
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What’s a Volkswagen?
146
A small, ugly, reliable car.
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Think big.
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Think fast.
149
Think smart.
150
Think ahead.
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Or don’t think at all.
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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
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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.
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Volkswagen 2.0
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Now that’s a Volkswagen!
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What’s a Mercedes?
Prestige.
157
Mercedes went downmarket.
Business Week, August 26, 1996.
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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
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Failed the moose test.
Scandinavia.
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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?
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You have a perception problem.
Can’t be any good.
169
“Mercedes hits a pothole.”
Fortune, October 27, 2003.
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“An engineering icon slips.”
The Wall Street Journal, February 4, 2002.
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“Mercedes’ head-on collision.”
Business Week, July 21, 2003
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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.
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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
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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.
268
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
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