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“EVERY MEDIA PLAN SHOULD BE ACCOMPANIED BY A MEASUREMENT PLAN AND WE JUST DON’T
SEE THAT ENOUGH”

The “quest” of measurement debated, the importance of test and learn approaches,
team silos…and the new measurement buzzword of attention being brought into the
mix of measuring campaign effectiveness.

by Sarah Dennis 16 December 2022

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We’re all paying attention to…attention. It’s one of the more talked about
measurements of recent times.

But in a inaugural roundtable convened by JICMAIL and the Data & Marketing
Association (DMA) in October the question was asked: “What do we mean by
attention?”

“Everyone is talking about it, everyone wants to sell it, everyone thinks they
want to buy it. But really what does attention mean? It is multi-layered,” asked
roundtable participant Clare O’Brien, ISBA.

Say goodbye to ‘Dwell Time’ and ‘Viewability’ and hello to ‘Fixated Time’

Speaking to PMW, Ian Gibbs, Director of Data Leadership and Learning of JICMAIL,
points out that there are lots of ways to measure attention – but one offers a
level playing field across different media channels.

“For lots of people ad attention is correlated to outcomes. A lot of the
industry talks about ‘time spent’ with good reason. Of course within that there
are lots of definitions – viewability, dwell time, the true test is ‘fixed time’
– how much is your gaze actively fixated upon an ad?

“If we’re trying to create an even playing field of attention measurement across
different media - fixated time spent seems the most sensible way of doing it.
It’s certainly more valuable than dwell time or viewability.”

Jury is out: is attention relevant for performance marketing effects?

But Gibbs questions whether attention really matters for what the DMA defines in
its Meaningful Marketing Measurement reporting and research terms response
effects – those that are typically attributed to performance marketing,
including conversions, cost per action, efficiency, acquisitions, sales and
response rates.



Members of the JICMAIL/DMA roundtable were slightly hesitant of adding
‘attention’ to what was considered an already crowded arena. The DMA’s research
into effective measurement earlier this year – based on its Intelligent
Marketing Databank of more than 1,000 entries to the DMA awards – identified
some 170 metrics used to measure a campaign’s effectiveness across the database.

Gibbs says: “I think [attention] matters a lot for brand building, if you’re
trying to build mental availability and awareness then having a high attention
ad is certainly beneficial – there’s evidence.

“But the jury is out whether it really matters for response [effects]. Often a
response ad is successful by driving us there as quickly as possible – does it
really matter how long someone looks at it? If you’ve got a channel where you
can directly measure effects at the end of it, do you really need an
intermediary effect like attention?”

For example, the roundtable highlighted that through JICMAIL, planners can
“quantify over 10 commercial actions taken following mail exposure, arguably
negating the need for a proxy metric like attention”.

But it considered that attention as a measure added value to reach metrics, and,
for example in a channel like digital display, it improves some ‘hygiene’
factors that marketers use like viewability.

“For the 99% who might not be immediately converting following ad exposure – in
the case of short-term response activity – attention applies some idea of the
value to the remaining exposures,” its concluding white paper document stated.

“And you’ve got some channels where it’s harder to attribute effects,” Gibbs
adds. “So why not come up with a nice proxy?”

Cost of living crisis and its effects on measurement

It’s no surprise that the need to prove effectiveness – and as such effective
measurement – will become even more crucial in times of economic challenges,
with budgets under more scrutiny.

But “the shape of what measurement looks like” may be different, says Gibbs.

“For individual advertisers there can be a challenge to throw money at
measurement so what you’ll see more doing is focusing on ‘test and learn’ and
changing one discrete variable in a campaign, rather than come up with some
wholesale change in the way they measure.”

Rather than just managing to obtain some attractive looking numbers and move on,
there is a wider challenge in the industry around the well-trodden concept of
‘test and learn’ that needs to be addressed, Gibbs says.

“I think the challenge the industry has is feeding back campaign learnings, but
this becomes even more important. It might terrify some people who think they
need research budgets but test and learn can simply be setting up some very
discrete hypotheses that can be tested –- but this lends itself better to some
channels than others.”

Gibbs is clear that “it’s always better if you sacrifice a little campaign reach
for a lot of campaign certainty”, but marketers can struggle with this.

“They might feel like ‘I can’t possibly take away from my budget’ but it might
be worth it for the long-term benefits of finding out what doesn’t work,” he
insists.

The mechanics of how different media are playing out and being delivered to
consumers – in the event of major changes such as cookie depreciation – now
tabled for 2024 by Google – will also impact how measurement is approached.

“It could work against the movement of focusing on the stuff that matters but it
could also benefit. If all our attribution models are going to be messed up in
the digital space, then perhaps we can do more on focusing on smaller stuff that
is actually more meaningful?” Gibbs suggests. .

“Don’t let the quest for effectiveness stop you from doing anything”

Marketers struggling with effective measurement of their campaigns or budget
spend can often be stymied by a path for perfect measurement – but doing nothing
at all as a result is more detrimental.

The JICMAIL and DMA roundtable, Gibbs says, was very clear that marketers should
not let the “quest” for perfect measurement get in the way of doing any
measurement, and he recommends setting a measurement framework to have a space
to document learnings and outcomes.


“MARKETERS MIGHT FEEL LIKE ‘I CAN’T POSSIBLY TAKE AWAY FROM MY BUDGET’ TO TEST
AND LEARN, BUT IT MIGHT BE WORTH IT FOR THE LONG-TERM BENEFITS OF FINDING OUT
WHAT DOESN’T WORK”

Ian Giibbs, JICMAIL

“Even if you can’t complete every cell, documenting assumptions and caveats will
go a long way to helping you optimise your activity,” Gibbs insists.

What to attribute - and where?

Certain channels have been shown to “play well” with others in the DMA’s
research – with email and direct or ad mail highlighted as giving an
effectiveness ‘boost’ when they are part of the campaign mix. But how can
marketers get behind the various approaches to see what has impacted on a
campaign’s performance the most if they ‘go multi-channel’?

Gibbs says: “Multi-touch attribution is a better way to go than last touch and
it’s one of the things that will give the various channels the right credit, but
attributing effects is always hard. For a lot of people, it’s a test versus
control - ‘I just know that by adding this channel I see greater effectiveness
but I’m entirely sure exactly what proportion goes where’. There’s an element of
faith and looking at the macro data even if you can’t always apportion it
scientifically

“If you’ve got the money to invest in good marketing mix modelling (MM)
econometrics that should tell you the relative ROI on each channel, and if you
can afford that, that’s the gold standard of measurement.”

And the roundtable was also clear that the long-running debate concerning silos
in marketing teams is not helping in any quest or “path” towards effective
campaign measurement.

Uniting teams though a measurement plan

Going beyond the age-old debate of “brand versus performance”, the roundtable
identified too many businesses with marketing teams siloed by channel. This
promotes self-interest in teams that can be detrimental to the sought-after
business effects that ultimately prove whether a campaign has produced outcomes.

Gibbs concedes that ultimately pushing businesses for a “joined up” approach in
the form of drastic measures like restructuring teams is a hard sell – but a
solution is to “at the very least conceptually, on paper, in terms of a
measurement plan create more joined up thinking.

“If you’re an agency and you can see from the outside perspective two teams that
aren’t talking to each other, when the media plan has been created, create a
measurement plan and at least record performance and outcomes and document
learnings in the same place.”

He is adamant. “Every media plan should be accompanied by a measurement plan and
we just don’t see that enough, and that’s where strands can be drawn together
even if different teams are sitting in different places.”




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