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MKT80005 MARKETING DECISION TOOLS BLACK SNAKE PRODUCTIONS Metrics for Wildlife-based demonstrations at Shopping Centers

Submitted to: Dr. Ann Mitsis Submitted By: Isha Arora (2077035) 2nd June 2014

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EXECUTIVE SUMMARY

This report is commissioned to provide a suitable mix of metrics on the dashboard for

the wildlife-based demonstrations at shopping centers to the marketing department of

Black Snake Productions.

These events at shopping centers in one amongst a few initiatives at Black Snake

Productions that caters to the need of educating and making people aware about the

existence and conservation of the incredible wildlife in Australia as disappearing of

these species is quite an environmental concern.

A few assumptions have been made with regards to the objectives of Black snakes ion

order to choose the appropriate metrics to monitor the marketing performance of the

company as far as the shopping center events are concerned. It has been observed that

the company is not that recognized by its audiences and greater significance needs be

directed at creating brand awareness and consumer engagement on both B2B & B2C

platforms to enhance performance. The dashboard is geared to a conservative

approach rather than a heavy above the line advertising and campaigning.

Several key metrics have been selected, however six metrics have been tracked as

critical to the company’s objectives. In terms of market profitability, ‘Net Marketing

Contribution’ of the shopping center events has been measured and tactics to

operationalize that have been outlined.

A few other metrics on the dashboard are ‘Brand Awareness’ about the organisation

and its initiatives to gauge interest and involvement. Aligned to its objectives,

measuring customer metrics such as ‘Visitors’ at events, ‘Customer Satisfaction’ and

‘Retention’ and ‘Net Promoter Score’ have been justified to understand the level of

brand advocacy amongst its audiences. Digital metrics such as ‘Unique Visitors’,

‘Social Media Engagement’ and ‘SEO’ have been described as vital to tracking its

marketing performance. In addition, ‘Response Rate’ is tracked from the marketing

activities with regards to electronic direct mail campaigns pre and post event.

With these metrics, we recommend quarterly and yearly reviewing to track

performance and progress and understanding the loopholes to be reviewed.

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TABLE OF CONTENTS EXECUTIVE SUMMARY ......................................................................................... 2

1. SCOPE ................................................................................................................... 4

2. OBJECTIVES ....................................................................................................... 4

3. BACKGROUND ................................................................................................... 5 3.1 COMPANY ....................................................................................................... 5 3.2 INITIATIVE ..................................................................................................... 5

4. RECOMMENDED METRICS ............................................................................ 6 4.1 PROFITABILITY METRICS ........................................................................... 7

4.1.1 NET MARKETING CONTRIBUTION .................................................... 7 4.2 IMAGE ............................................................................................................. 8

4.2.1 BRAND AWARENESS ............................................................................ 8 4.3 CUSTOMER ..................................................................................................... 9

4.3.1 FOOTFALL/ VISITORS AND ITS SOURCE .......................................... 9 4.3.2 CUSTOMER SATISFACTION ................................................................. 9 4.3.3 CUSTOMER RETENTION ..................................................................... 10 4.3.4 NET PROMOTER SCORE ..................................................................... 10

4.4 PROMOTION ................................................................................................. 11 4.4.1 RESPONSE RATE .................................................................................. 11

4.5 DIGITAL ........................................................................................................ 12 4.5.1 SOCIAL MEDIA ENGAGEMENT ........................................................ 12 4.5.2 SEARCH ENGINE OPTIMIZATION .................................................... 12 4.5.3 VISITORS ................................................................................................ 14

5. METRIC DASHBOARD ................................................................................... 15

6. JUSTIFICATION OF INTEGRATION TO OTHER INITIATIVES .......... 22

7. RECOMMENDATIONS ................................................................................... 23

8. CONCLUSION ................................................................................................... 23

9. REFERENCES ................................................................................................... 24

10. APPENDICES ................................................................................................... 26

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1. SCOPE The scope of this report is to identify a set of key metrics to measure the success of

Black Snake Productions’ (Black Snakes) initiative of organizing events at shopping

centres in business-to-consumer (B2C) and business-to-business (B2B) setting.

2. OBJECTIVES This report attempts to consider and examine a set of metrics to measure and track the

performance of Black Snake Productions initiative of having wildlife-based

demonstrations in the shopping centers to spread public awareness towards the issue

of disappearing wildlife and how can it be conserved.

However, before selecting the appropriate set of metrics and creating a metric

dashboard for the company, establishing the organizational goals and objectives is

fundamental. With the primary goal to increase brand awareness amongst Australians,

thereby educating the public for wildlife conservation, a few objectives have been

outlined in the Table 1 below –

Table 1 – Summary of Black Snake Productions’ Goals and Objectives

Category Objective

Profitability To increase revenue by 25% by 31st July 2015

Brand Image To increase brand awareness amongst its B2C target market to 20% by 31st July 2015

Customer To increase customer engagement and involvement in their initiatives and retain its current customers To increase willingness to recommend further

Digital To increase online presence and brand recognition by increasing monthly visitors to at least 1000 per month by 31st July 2015

Promotion To establish a database of at least 10,000 people and increase response rate by atleast 15% for their eDM campaign

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3. BACKGROUND

3.1 COMPANY

Black Snake Productions caters to the need to educate and make people aware about

the existence and conservation of the incredible wildlife in Australia. Essentially, it is

going to be one of the amazing experiences for the future generations to be

surrounded by these wonderful creatures and therefore, disappearing of these species

is quite an environmental concern (Black Snake Productions, 2009)

Founded in November 2006 and spearheaded by Michael Alexander, Black Snake

Productions has been giving a chance to the Australians to touch, feel and experience

the massive range of animals such as reptiles, birds, scorpions, and a more, thereby,

educating everyone for their conservations through events at schools, day cares,

shopping centers, birthday parties, corporate events, and much more (Black Snake

Productions, 2009).

3.2 INITIATIVE

Amongst a number of initiatives and events that Black Snake has been organising in

order to gauge interests of Australians and educate them about the significance of the

amazing wildlife, wildlife based demonstrations at ‘Shopping Centers’ across

Melbourne during school holidays, is the one that strives to educate and entertain

family audiences, primarily.

Since these demonstrations not only involves direct interaction with the adults

(present generation) responsible for the wildlife protection, but also children (future

generation) who should understand its consequences at a common platform, events at

shopping centers are the most appropriate means of educating and entertaining

audiences (Black Snake Productions, 2009).

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4. RECOMMENDED METRICS We propose the use of 10 key marketing metrics to assist Black Snake Productions

understand, measure, and track and examine their marketing performance in their

industry.

Table 2 depicts the summary of the proposed key metrics that are significant for

Black Snake productions in their B2C and B2B environment.

Table 2 – Summary of the proposed key Marketing Metrics

Category Metrics

1 Profitability Net Marketing Contribution

2 Image Brand Awareness

3

Customer

Footfall/ Visitors and its Source

4 Customer Satisfaction

5 Customer Retention

6 Net Promoter Score

7 Promotion Response Rate

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Digital

Social Media Engagement

9 SEO

10 Unique Visitors

Refer to Appendix 1 for the summarized description of these 10 key metrics.

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4.1 PROFITABILITY METRICS

4.1.1 NET MARKETING CONTRIBUTION

Net Marketing Contribution (NMC) is a market profitability metric that helps

determine the marketing contribution of a product/ service to the overall organization.

It basically differentiates the marketing and sales expenses associated with the

marketing activities from the firm’s operating expenses as a share of the firm’s gross

profit (Best 2009, p. 44)

The Formula for Net Marketing Contribution is –

Net Marketing Contribution = Sales

Revenue X % Gross Profit – Marketing & Sales Expenses

Table 3 – Net marketing Contribution Metric

Analytic Descriptors Sales Revenue Gross revenue from shopping centers

marketing team % Gross Profit Revenue less cost of equipment/ display

materials, as a percentage of revenue Marketing and Sales Expenses

The expenses related to marketing and support services

Net Marketing Contribution

The contribution of marketing as a share of gross profit

(Best 2009) It is an important metric; as it benefits the marketing function justify the contribution

of marketing activities for a product/ service line(s) to the overall success of the

organisation.

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4.2 IMAGE

4.2.1 BRAND AWARENESS

Farris et. al. (2008, p. 33) describes ‘Brand awareness’ as the likelihood of the

customers to recognise and recall the existence of an organisation and/ or its products/

services and can be unprompted and prompted.

The Formula for Brand Awareness is –

Brand Awareness = Unprompted

Awareness + Prompted Awareness

Table 4 – Brand Awareness Metric

Analytic Descriptors Unprompted Awareness Likelihood of brand recall when provided

brand attributes/ objectives Prompted Awareness Likelihood of awareness and knowledge when

provided with the brand name (brand recognition)

Brand Awareness Likelihood of the customers to recognise and recall the existence of an organisation/ products/ services

(Farris et. al. 2008) Measuring ‘Brand awareness’ is vital to an organisation as success of any business

revolves around what customers know and feel about its existence and its

undertakings, which will help build and intensify the business profile amongst its

business and end-customers.

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4.3 CUSTOMER Customer metrics are essential to cater to the need of increasing brand awareness to

further seek involvement amongst the Australians in both B2C and B2B settings.

4.3.1 FOOTFALL/ VISITORS AND ITS SOURCE Events and demonstrations are mainly conceptualized in order to attract and invite a

huge number of (target) audiences at a common platform and disseminate relevant

information to seek involvement and participation. It is understood that higher the

number of visitors at any particular event; larger is the increase in brand awareness,

lead generation, customer database and revenues of the firm.

The company may make use of various channels such as direct mails, social media,

website, advertisements or outdoor advertising to promote their event to interest and

reach maximum people. It is worthwhile to track and monitor the sources of these

promotions and invitations to ascertain the effective media usages amongst the

audience, and can be optimized to generate higher event success rate, as the registered

visitors will always be different than the actual number of visitors.

4.3.2 CUSTOMER SATISFACTION Customer Satisfaction is the level of perceived satisfaction experienced by customers

in terms of their engagement and experience with the organisation as a whole or their

products/ services (Best 2009, p. 9). It is usually measured on a 5-point (or a 7-point)

likert scale where 5 is ‘extremely satisfied’ and 1 is ‘extremely dissatisfied’.

Table 5 – Customer Satisfaction Metric

Extremely Satisfied

Somewhat Satisfied Neutral Somewhat

Dissatisfied Extremely Dissatisfied

5 4 3 2 1

Customer Satisfaction Surveys can be developed, wherein people/ respondents can be

questioned on various parameters such as product quality, ease of purchase, customer

support and the overall brand experience (Farris et. al. 2008, p. 39).

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It helps the business gauge and measure success of their current product or service

offerings as the metric clearly articulates the consumer’s involvement, liking, positive

word-of-mouth publicity, thereby contributing to its overall objective of making

profits (Best 2009, p. 9). It leads to consumers’ willingness to recommend, as only

satisfied customers would be willing to recommend the brand to others and can serve

as a powerful marketing advantage (Farris et. al 2008, p. 37).

4.3.3 CUSTOMER RETENTION

Customer Retention can be understood as ‘holding and maintaining’ the satisfied and

loyal customers which directly has an impact on the company’s profitability and

reputation. It boosts the company’s effort to maintain and sustain long-term

relationships with their B2C and B2B customers. It demands high levels of customer

satisfaction to ensure high levels of customer retention (Best 2009, p. 16- 17)

Table 6 – Customer Retention Metric

Definitely will

repurchase

Plan To

Repurchase

Probably will

Repurchase

Probably will not

repurchase

Will Not

Repurchase

Definitely will not

Repurchase

The satisfied, loyal customers that can be retained are the actual brand advocates and

often share their experiences with the brand with peers and family and others, which

may further trigger the introduction of new potential customers to the business and for

a newer business, it is extremely important to retain current customers to acquire new.

(p. 22).

4.3.4 NET PROMOTER SCORE

Net Promoter Score (NPS) is typically a measure of a customer’s conviction. In

simple terms, it measures the degree to which a customer recommends a product,

service or a brand, thereby demonstrating confidence in its value. The consumers can

be termed as ‘Promoters, ‘Passives’ or ‘Detractors’ and can be sampled on a scale of

0 – 10, where 10 being extremely likely to recommend (Best 2009, p. 19-20).

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The Formula for Net Promoter Score is –

Net Promoter Score (NPS) = % Promoters – % Detractors

Table 7 – Net Promoter Score Metric

Analytic Descriptors % of Promoters Audience that scored 9 or 10 % of Detractors Audience that scored 0 to 6 Net Promoter Score The degree to which a customer recommends

a product, service or a brand (Best 2009)

It is vital as NPS is closely linked to organisational growth and strong promotion by

customers and intermediaries is a valuable way of communicating and spreading.

4.4 PROMOTION

4.4.1 RESPONSE RATE

Davis (2013) explains Response Rate as the percentage of people who respond to a

call, an email or any other form of communication to the total number of people who

were exposed to this communication. It can be used to target audiences by sending

direct mails to their new and existing database, as it is an inexpensive step to convey

the existence of a brand and its products and its advantages to its consumers.

The Formula for Response Rate is –

Response

Rate (%) =

Number of People who read/ responded to an eDM (#) X100

Number of people in the database (#)

It is a key metric to determine the number of people who are keen to know about an

organisation and its offerings, thereby generating prospective leads. These people can

then be targeted and induced to buy at their conviction stage and can also act as brand

advocates, spreading positive word-of-mouth.

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4.5 DIGITAL

4.5.1 SOCIAL MEDIA ENGAGEMENT

Social Media is one of the most recent and currently ongoing platforms to spread

brand awareness in the most inexpensive ways, thereby having a presence in the

target audience’s mind. As majority of Australian population is using social media

platform like Facebook, YouTube, Twitter, etc., it has become a little easier to reach

your target audience and engage them on these platforms.

By being proactive and writing content appropriate for your TG, increased social

engagement can be achieved. Interaction via social media helps build and enhance

your online presence and provides uninterrupted insights into what customers like and

want and being more active to influencers and brand advocates (Vocus, 2013)

4.5.2 SEARCH ENGINE OPTIMIZATION

Search Engine Optimization (SEO) influences page ranks (PR) in search results, and

makes the web page more visible to its viewers. It needs to be understood that

‘KeyWords’ are the most important component of SEO. Further, tracking the right

metrics is very important for SEO success. Some of the important sub-metrics to track

are –

• Number of pages indexed, percentage of sight indexed • PageRank Score • Ranking by keywords • Unique pages: Number of unique pages crawled by search engine bouts like

googlebot. •  Visitors per keyword – ratio of search engine delivered visitors to search terms

Search Engine Performance can be measured by –

• Google Trends • Google Analytics

(http://www.google.com/trends/explore#q=black%20snake%2C%20black%20snake%20production%2C%20snake%2C%20wildlife&geo=AU&cmpt=q)

• WooRank (http://www.woorank.com/en/www/blacksnakeproductions.com.au), which provides graphical relative search comparison

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These software/ tools help calculates page ranks, keyword consistency, and number of

links, indexed pages and other important information.

For Instance, below are few snapshots from Google Trends

`

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4.5.3 VISITORS

By definition unique visitor is “The number of inferred individual people (filtered for

spiders and robots), within a designated reporting timeframe, with activity consisting

of one or more visits to a site. Each individual is counted only once in the unique

visitor measure for the reporting period.”

• Unique Visitors can be of different types based on time periods (hourly, daily,

weekly, monthly, etc.) within a time reference (time frame). If you change

your time frame, it is likely to affect the tally of the time periods.

• Authentication or user registration through login can be a measurement of

unique users. But as most web pages do not require a login so persistent

cookies are used instead.

• Services available to calculate unique visitors

! Google Analytics

" Results are available through the pre-populated data or on the fly.

" Each visitor has a unique visitor ID that helps in calculating the unique

count.

" Provides a dashboard with site usage (visits, unique visitors, page

views, bounce rate, new visits), traffic sources (Direct Traffic, Search

Engine or referencing sites), demographic based data and content

views.

(Hamel 2008) (Burby, Brown and WAA Standards Committee, 2006)

The Formula for Visitors is –

Visitors (#) = Total Visits (#) – Repeat Visits (#)

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5. METRIC DASHBOARD We propose to make use of a customized ‘Metrics Dashboard’ that would help Black

Snake Productions redefine, measure, track and monitor their key marketing

outcomes and deliverables and at the same time review and report marketing results.

It will help the business assess what is and what is not working effectively, thereby

providing an understanding of improved decision making to the company’s advantage

(Patterson 2007).

Refer to Appendix 2 for the data collection methods, sources and timing

for the critical 6 metrics on the dashboard.

1. NET MARKETING CONTRIBUTION Net Marketing Contribution (NMC) helps determine and understand the marketing

contribution from organizing demonstrations at shopping centers, especially during

school holidays. Simply put, it segregates the marketing expenses (associated with

development and execution of the set marketing strategies) from the firm’s operating

expenses as a share of the firm’s gross profit (Best 2009, p. 44)

The Formula for Net Marketing Contribution is –

Net Marketing Contribution = Sales

Revenue X % Gross Profit – Marketing & Sales Expenses

It is an important metric as it aids the marketing function to justify the contribution of

marketing activities to the overall success of the organization. Additionally,

considering the demonstrations at shopping centers as one of the few initiatives of

Black Snakes, NMC measurement helps in tracking the marketing contribution and

value created by this initiative. Analyzing and examining the NMC will also support

B2B dealings with shopping centers’ marketing team and their events/ demonstrations

targeting customers (adults and children).

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2. BRAND AWARENESS Farris et. al. (2008, p. 33) explains ‘Brand awareness’ as the probability that a

customer would recognise and recall the existence of a company called ‘Black Snake

Productions’ and their events and wildlife-based demonstrations at shopping centers.

These can either be unprompted (or unaided), that is the customer recalls the brand

and its attributes without any suggestions; and prompted (or aided), wherein the

customer recognizes the brand upon certain relevant attributes being disclosed.

The Formula for Brand Awareness is –

Brand Awareness = Unprompted

Awareness + Prompted Awareness

Black Snake Productions as an organization working towards educating Australians

towards wildlife conservation is one the very few in this industry. Also, in reference

to their social brand presence, apparently it is not so popular. Hence, it is critical as

the monitoring of this metric is aligned to the primary objective of creating awareness

and knowledge about the company’s existence and its mission, which will help build

and increase the business profile amongst customers (B2C) and intermediaries (B2B).

Brand Awareness will be tracked by Qualitative studies generating human responses

when questioned about brand recall and brand recognition. (Refer to Appendix 3)

For Instance –

Have you heard of an organisation that helps educate and entertain

people for conservation of wildlife? Unprompted

Have you heard of Black Snake Productions or its initiatives? Prompted

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3. CUSTOMER RETENTION Customer Retention can be understood as ‘holding and maintaining’ the satisfied and

loyal customers which directly has an impact on the company’s profitability and

reputation. It boosts the company’s effort to maintain and sustain long-term

relationships with their B2C and B2B customers and, for a company like Black

Snakes (which is not so popular and recognizable), generation and retention of a

strong customer database is very vital. It demands higher levels of customer

satisfaction to ensure higher levels of customer retention (Best 2009, p. 16-17).

The satisfied, loyal customers that can be retained are the actual brand advocates and

often share their experiences with the brand with peers and family and others, which

may further trigger the introduction of new potential customers to the business (p. 22).

Also, it is understood that loyal and happy customers are more profitable than

dissatisfied or new acquired customers (p. 14) therefore, customer retention is an

important metric to be measured for Black Snakes as it relies on its current and

potential customers to bring in more customers, in both B2C and B2B frameworks.

This can lead to customer satisfaction and willingness to recommend further.

Customer retention rates can be estimated through Quantitative techniques by using

‘Customer surveys’ (Refer to Appendix 3), wherein they will be questioned on the

likelihood of them repurchasing a product/ service again and can respond/ rate in one

of the following ways –

Definitely will

repurchase

Plan To

Repurchase

Probably will

Repurchase

Probably will not

repurchase

Will Not

Repurchase

Definitely will not

Repurchase

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4. NET PROMOTER SCORE Net Promoter Score (NPS) measures customer’s conviction about Black Snakes and

their initiatives towards conservation of wildlife. In simple terms, it measures the

degree to which a customer recommends would recommend Black Snakes to his

family and friends, thereby demonstrating confidence in its value. The consumers can

be termed as ‘Promoters, ‘Passives’ or ‘Detractors’ and can be sampled on a scale of

0 – 10, where 10 being extremely likely to recommend (Best 2009, p. 19-20).

The Formula for Net Promoter Score is –

NPS is fundamental to Black Snakes as it is aligned to the objective of increasing

brand awareness, advocacy and growth in order to reach and engage maximum people

for wildlife conservation and entertainment along with.

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5. RESPONSE RATE Response Rate can be adjudged as the percentage of people who respond to an email

or any other form of event communication before these demos at shopping centers to

the total number of people who were exposed to this communication. It can be used to

target the families and their children by sending direct mails to their new and existing

database and response rate could be the number of people who read (or responded

back to) the eDM from the net people who have been sent this email (Gasper 2014)

The Formula for Response Rate is –

Response

Rate (%) =

Number of People who read/ responded to an eDM (#) X100

Number of people in the database (#)

Further, from the number of people who must have read this communication,

ascertain how many out of those contacted, were keen to revert back in any of the

following ways –

• Progress to check your web page

• Check your Facebook page or like or leave a comment

• Information enquiry through a telephone call

• Request for any further information

Quantitative techniques will be used by counting the number of email reverts,

callbacks, new visitors on the website after the electronic direct mails have been sent

to the existing and new database (Refer to Appendix 3).

It is worthwhile to track and monitor the sources of these promotions and invitations

to ascertain the effective media usages amongst the audience, and can be optimized

by having distinct landing page to generate higher event success rate, as the registered

visitors will always be different than the actual number of visitors. It is a key metric to

determine the number of people who are keen to know about Black Snakes and their

initiatives contributing to the community and would participate in the conservation of

wildlife at some stage ad can then be targeted as brand advocates spreading word-of-

mouth.

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6. SOCIAL MEDIA ENGAGEMENT Social Media is about engaging your community and is very critical to Black Snake

Productions to track and monitor if the company’s social media strategies are working

effectively and efficiently. Social media engagement can be measured in the

following ways –

Table 8 – Measurement of Social Media Engagement

Facebook Page Insights YouTube Insights

Using Facebook Insights, you can quickly determine how many people are interacting with your posts

Provides full feature analytics platform for the YouTube channel. As Black Snake Productions has its own public channel, can be measure using YouTube analytics

Engagement is defined by the following equation:

Likes + Comments + Shares + Post Clicks = # of People Engaged

Includes important metrics like • User Demographics • Playback location • Number of views • Know Where Viewers Are

Finding Your Videos • Viewer retention likes &

dislikes, comments

Page Insights gives ‘Page managers’ a number of aggregate metrics, including the number of people who like their Page, how many people see a post and how many people clicked the post

(Garst, 2014) (YouTube 2014)

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Table 9 – Sample Digital Analysis for Black Snake Productions Website

Sample Digital Analysis for Black Snake Productions Website Tool Parameter Result Effect

WooRank (Web Analytics)

Google Adword Traffic Not Implemented None

Local Directories Google reviews Very low

Online Review 1 Very low Facebook Page 1300+ likes Fair Mobile load time Fast Good PageRank Descent (2/10) Fair Indexed Pages 25 Fair Google Analytics Implemented Good

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6. JUSTIFICATION OF INTEGRATION TO

OTHER INITIATIVES

SocialMedia

Engagement

ResponseRate

NetProm

oterScore

Customer

Retention

BrandAw

areness

Net

Marketing

Contributions

ME

TR

ICS

Birthday

Parties

Snake

Rem

oval

Schools and

Kinder

Fairs and

Events

Corporate E

vents

RE

LA

TE

D

INIT

IAT

IVE

S Social media is the m

ost important m

etric to measure and track if B

lack Snake's social m

edia strategies are working effectively or not and needs to be linked to all initiatives

and marketing activities and m

ore engaging the content on social media, increased is

the brand awareness.

Response R

ate is the percentage of people who respond to an electronic direct m

ail (eD

M) cam

paign to the total number of people w

ho were exposed to this

comm

unication. This metric can very w

ell be linked to all other stated initiatives as every kind of event or dem

onstration will require eD

M to be sent across to the database

and expect responses from custom

ers in B2B

and B2C

settings.

NPS is typically a m

easure of a customer’s conviction and m

easures the degree to w

hich a customer recom

mends B

lack Snake Production or its activities, thereby dem

onstrating confidence in its value. It is again critical to convert all the passives or detractors into prom

oters in all sets of initiatives in order to make overall aim

of the organization a success.

To achieve more revenues and enhance reputation of B

lack Snakes, it is vital to hold and m

aintain their satisfied and loyal customers like em

ployees, children, parents, day carers, teachers, m

all managem

ent personnel (B2B

& B

2C) in all kinds of initiatives.

It is very important to m

ake customers recognise and recall the brand (unprom

pted and prom

pted awareness) and all its initiatives and m

arketing activities in order to involve, engage and seek participation in this w

ildlife-conservation as the end motive of all the

initiatives is to educate people to conserve disappearing wildlife in A

ustralia.

NM

C is basically the m

arketing contribution of a particular product/initiative to the overall business success. Therefore, calculating and m

easuring the marketing

contribution of other stated initiatives would articulate individual m

arketing contributions to the business as a share of gross profit

JUST

IFICA

TIO

N

(Black Snake Productions 2009)

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7. RECOMMENDATIONS • Make use of low-cost digital promotion techniques like email distributions, social

media, Adwords

• Perform frequent reviews of the metrics, to set smaller targets and gauge success

more frequently

• Increase the presence on third party websites by motivating users to review the

services online

• Examine the brand in a periodic manner if any further metrics need to be advised

and implemented

• Increase the presence on social media, by running campaigns on Facebook, also

creating an account on powerful social website Twitter

• Google Analytics Dashboard should be used integrated with other important

metrics results

8. CONCLUSION This Report has been able to outline a set of 10 key metrics that will support Black

Snake Productions to monitor their growth and the marketing performance with

regards to their wildlife-based demonstrations in shopping centers. Further, a

marketing metric dashboard was developed comprising of the six key metrics that

were critical to the company’s growth. The choice of metrics has been based on the

organisational objectives and on the assumption that it has decent brand awareness

and market presence and a limited budget to rack and improve marketing

performance.

The metrics will seek to apprehend the marketing contribution of the selected

initiative, consumer’s perceived value and satisfaction levels, power of digital

marketing and people’s response to promotion; and also how these metrics can be

linked to measure the marketing performance of the other initiatives like events at

schools, corporate events and birthday parties.

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9. REFERENCES Black Snake Productions, 2009, Wildlife Conservation through interactive education, Black Snake Productions, viewed 19 May 2014, <http://www.blacksnakeproductions.com.au/index.php> Black Snake Productions, 2009, Shopping Centres, Black Snake Productions, viewed 19 May 2014, <http://www.blacksnakeproductions.com.au/shopping-centres.php> Best R.J. 2009, Market-Based Management: Strategies for growing Customer value and Profitability, 5th edn, viewed 20 May 2014, Pearson Education Inc., New Jersey Burby J., Brown A and WAA Standards Committee, 2006, Web Analytics: “Big Three” Definitions, Web Analytics Association, viewed 27 May 2009, <http://www.digitalanalyticsassociation.org/Files/PDF_standards/WebAnalyticsDefinitionsBig3.pdf > Davis J.A. 2013, Measuring Marketing: 110+ Key Metrics Every Marketer Needs, 2nd edn, viewed21 May 2014, John Wiley & Sons, Singapore Farris PW, Bendle NT, Pfeifer PE & Reibstein DJ 2008, Key Marketing Metrics, viewed 19 May 2014, Pearson Education, Inc, USA Garst K. 2014, Social Media Measurement and the only Metric that matters, The HuffingtonPost.com, Inc., viewed 28 May 2014, <http://www.huffingtonpost.com/kim-garst/social-media-measurement-_b_4910702.html> Gasper C S 2014, Metrics to weigh the success of your promotional postcard, Readabilityformulas.com, viewed 27 May 2014, <http://www.readabilityformulas.com/articles/five-metrics-to-weigh-the-success-of-your-postcard.php> Hamel S. 2008, Understanding Unique Visitors, Stephane Hamel, viewed 29 May 2014, <http://blog.immeria.net/2008/01/understanding-unique-visitors.html > Patterson L. 2007, Taking on the Metric Challenge, Journal of Targeting, measurement and analysis for Marketing, p. 270- 276, viewed on 29 May 2014

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Sullivan D.O., Abela A.V. and Hutchinson M, 2009, Marketing performance measurement and firm performance: Evidence from the European high-technology sector, European Journal of Marketing, Vol. 43 Issue: 5/6, pp.843 – 862, viewed 31 May 2014 Vocus 2014, 10 Key Metrics for success in 2013, Vocus Marketing Software, viewed 23 May 2014, <http://img.vocus.com/white-papers/10-key-marketing-metrics.pdf> YouTube 2014, YouTube Analytics, YouTube, viewed 28 May 2014, <https://www.youtube.com/yt/playbook/yt-analytics.html>

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10. APPENDICES Appendix 1: Summary of the description of the key metrics with its data requirements Category Metric Description

Profitability Net

Marketing Contribution

Market profitability metric to determine the marketing contribution of wildlife-based demonstrations at shopping centers by Black Snakes. It articulates the contribution of marketing to the business as a share of gross profit.

Image Brand Awareness

Likelihood of the customers to recognise and recall the existence of Black Snake Productions and their initiatives, can be unprompted and prompted.

Customer

Footfall/ Visitors and

its Source

Measurement of the footfall or the number of visitors that attended a particular event/ demonstration and source of information about the demonstration.

Customer Satisfaction

Customer Satisfaction is the level of perceived satisfaction experienced by customers in terms of their engagement and experience with the organisation as a whole or their products/ services

Customer Retention

Holding and maintaining the satisfied and loyal customers, which directly has an impact on the Black Snake's profitability and reputation.

Net Promoter Score

NPS is typically a measure of a customer’s conviction and measures the degree to which a customer recommends Black Snake Production or its activities, thereby demonstrating confidence in its value.

Promotion Response Rate

Response Rate is the percentage of people who respond to a call, an email or any other form of communication to the total number of people who were exposed to this communication.

Digital

Social Media Engagement

Social media is a very important metric to measure and track if Black Snake's social media strategies are working effectively or not.

SEO SEO defines for a website is performing including page rank, keywords and number of pages indexed.

Unique Visitors

The number of inferred individual people (filtered for spiders and robots), within a designated reporting timeframe, with activity consisting of one or more visits to a site. Each individual is counted only once in the unique visitor measure for the reporting period.

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Appendix 2: Summary of 6 critical metrics on the Dashboard with its sources and timing Category Metric Data Sources Timing

Profitability Net Marketing Contribution Internal sales and expense data Quarterly

Image Brand Awareness Annual Quantitative Research Annually

Customer

Customer Retention

Quarterly through regular surveys in newsletters and at point of sale. But, benchmark in the Annual Quantitative Research

Benchmark Quarterly / Annually

Net Promoter Score

Quarterly through regular surveys in newsletters and at point of sale. But, benchmark in the Annual Quantitative Research

Benchmark Quarterly/ Annually

Promotion Response Rate Collected after each activity and reported quarterly Quarterly

Digital Social Media Engagement

Collected via Facebook and YouTube insights Monthly

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Appendix 3: Comparison with existing protocols/ peer reviewed journal articles with the current organisation ORIGINAL SURVEY QUESTIONS ADAPTED SURVEY QUESTIONS

1. Ability to measure marketing activities

For each of the following marketing activities please rate your company's ability to measure performance (1= poor, 7= excellent).

• Branding. • Direct mail/e-mail campaigns. • Web site and Internet presence. • PR and internal communications. • Channel marketing. • Market research. • Advertising. • Telemarketing and contact management. • Tradeshows and events. • Analyst and stakeholder relations. • CRM systems.

1. Ability to measure marketing activities

For each of the following marketing activities please rate your company's ability to measure performance (1= poor, 5= excellent).

• Branding. • Direct mail/e-mail campaigns. • Web site and Internet presence. • PR and internal communications. • Advertising. • Telemarketing and contact management. • Tradeshows and events.

2. Ability to generate a comprehensive set of marketing metrics

Please rate your company's current ability to provide the following MPM information (1= poor, 7= excellent).

• Financial indicators of marketing performance.

• Non-financial indicators of marketing performance.

• Benchmark indicators of marketing performance against plans.

• Benchmark indicators of marketing performance against competitors.

2. Ability to generate a comprehensive set of marketing metrics

Please rate your company's current ability to provide the following MPM information (1= poor, 5= excellent).

• Financial indicators of marketing performance.

• Non-financial indicators of marketing performance.

• Benchmark indicators of marketing performance against plans.

3. Primary firm performance outcomes

Please indicate your firm's performance over the last year relative to all other competitors in the primary market that you serve (1= very poor, 7=outstanding).

• Sales growth. • Market share. • Profitability.

3. Primary firm performance outcomes

Please indicate your firm's performance over the last year in the primary market that you serve (1= very poor, 5=outstanding).

• Revenue growth. • Market share. • Profitability.

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4. Secondary firm performance outcomes

• ROA (COMPUSTAT). • Size-adjusted Stock Returns

4. N.A.

5. CEO satisfaction with marketing

In your opinion, what is your CEO's evaluation of your company's current marketing performance?

• Excellent. • Above average. • Average. • Below average. • Poor.

5. CEO satisfaction with marketing

In your opinion, what is your CEO's evaluation of your company's current marketing performance?

• Excellent. • Above average. • Average. • Below average. • Poor.

6. Use of a marketing dashboard

Please rate your company's current ability to provide the following MPM information ( 1= poor, 7= excellent ).

• High level “dashboard” of key marketing performance indicators.

• Automated reporting of performance from the full range of marketing activities.

• Automated “drill-down” information for detailed analysis of individual marketing programs

6. Use of a marketing dashboard

Please rate your company's current ability to provide the following MPM information (1= poor, 7= excellent).

• High level “dashboard” of key marketing performance indicators.

• Automated reporting of performance from the full range of marketing activities.

• Automated “drill-down” information for detailed analysis of individual marketing programs

7. Marketing performance reporting frequency scale items

Considering the following measures, how frequently are they reported to senior management? ( 1= monthly or more, 5= never ).

• Qualified leads generated. • Number of campaign leads converted. • Brand equity measures. • Press coverage and analyst influence. • Web site traffic and content viewing. • Share of mind and share of discussion

audits. • Customer retention, loyalty and

satisfaction. • Benchmarking surveys and perception

studies. • Competitive intelligence tracking.

7. Marketing performance reporting frequency scale items

Considering the following measures, how frequently are they reported to senior management? (1= monthly or more, 5= never).

• Qualified leads generated. • Number of campaign leads converted. • Brand equity measures. • Web site traffic and content viewing. • Customer retention, loyalty and

satisfaction. • Benchmarking surveys and perception

studies.

(Source: Sullivan, Abela and Hutchinson, 2009)