The slides from ‘Digital Transformation of Tracking’ webinar presented on BrightTalk on 28th February 2017. In this webinar Mark Chamberlain and Alex Taylor discuss how changes in consumer behaviour, increased business pressures and new technologies have created both opportunity and disruption across all industries. Like every other industry, research is in the midst of its own transformation affecting not what we do but how we do things.

1. Future of Tracking:
Transforming how we do it not
what we do
Mark Chamberlain,
Managing Director – Service, Retail & Transformation Brands, KMBUK
Alex Taylor,
Client Strategy Officer, KMBUK
28th February 2017

2. Meet today’s speakers
Managing Director – Service, Retail &
Transformation Brands, KMBUK
MARK CHAMBERLAIN ALEX TAYLOR
Client Strategy Officer,
KMBUK

3. We’re inspired by the change
around us!
Brand measurement approaches have to
evolve (and keep on evolving) in order to
keep pace with consumer behaviour,
business pressures and technological
advances, to be of value to brand owners.
3

4. Traditional business value drivers no longer provide competitive advantage – consumers
have changed and now wield more power!
Source: Insights2020 Study Kantar Vermeer. 4
1990 -
2010
AGE OF
INFORMATION
TECHNOLOGY
2010 -
PRESENT
AGE OF THE
CONNECTED
CUSTOMER
1960 -
1990
AGE OF
DISTRIBUTION
1900 -
1960
AGE OF
MANUFACTURING

5. 5
What are businesses asking for?
01
Speed to Insight
02
Connected
Data
03
Less asking,
more observing
04
Migration from
descriptive to
predictive to
prescriptive
analytics
05
More accurate,
granular
understanding
of advertising
impact

6. Budget Allocation
Insight 2020: How is your organisations Insight & Analytics budget currently assigned?
Sales
14%
27%
59%
Well established tools
and methodologies
Newer and innovative
tools and methodologies
Truly experimental tools
and methodologies
6Source: Insight 2020 – Kantar Vermeer

7. IT’S ‘HOW WE DO’ NOT
‘WHAT WE DO’ THAT CHANGES
7

8. 8
At Kantar Millward Brown we believe 4 design principles are key
Use sophisticated analytics to
holistically link feel
(neuroscience), say (survey),
and do (sales/digital behaviour)
measures to identify category
relationships and predictors of
growth.
Continuously track lead
indicators in real time through a
mix of digital signals
supplemented by ongoing pulse
surveys. Use a hot alerts system
to anticipate threats &
opportunities.
Test new technologies to
improve sensitivity to advertising
exposure, particularly digital
spend.
Create automated quick turn
research tools offering 48 hour
turn-around times so businesses
can make rapid data guided
decisions in response to hot
alerts.
1. CONNECT 2. PREDICTIVE
ALERTS
4. CONTINUOUS
EVOLUTION
3. DRIVE ACTION
QUICKLY

9. WE NEED TO USE
9
GROWTH
DEEPER INSIGHTS THAT FUEL
TO UNLOCK
CONNECTED
DATA INTELLIGENCE

10. In pursuit of sales growth, multiple data sources are required to fully understand the link
between what people think, feel and buy
10
Leveraging surveys to round
out our understanding of brand
and business performance.
Using the best data available
to explain business outcomes.
Observational data to assess
what people see, say and seek.
Surveys and neuroscience
to reveal what people
think and feel.
Behavioral data to assess what
they do and buy.
MOBILE
BEACON
SET TOP
BOX
SOCIAL MEDIABIOMETRICSSEARCH
DIGITAL
COOKIES
SURVEYS
SALES GROWTH
SHOPPER &
PURCHASE
Ultimately, to pinpoint where there are opportunities to optimize your activation efforts for increased sales

11. 11
CASE EXAMPLE: HOLISTIC ANALYTICS TO ESTABLISH CATEGORY DRIVERS
Integrating customer satisfaction & brand consideration explained c90% of booking variations for travel company
Value
Salience
Meet needs
Customer services
Online experience
Application process
Tracking Metrics
CSAT Metrics
CSAT path 2
Brand path 1
SATISFACTION
CONSIDERATION
1,000,000,00
800,000,00
600,000,00
400,000,00
200,000,00
0,00
1,200,000,00
Estimated verses Actual bookings
R2 = 84.4%
Estimated Bookings Estimated Bookings

12. 12
CASE EXAMPLE: EMOTIONAL MEASUREMENT TO NEUTRALISE BRAND CRISIS
Neuroscience helped to quantify the tipping point of brand favourability during a crisis
-0.013
-0.085
In the development of new
advertising, we worked closely
with Millward Brown to refine
and optimize the final
product. Using Emotional
Priming has become a useful
benchmark metric to
determine the strength of
emotional impact of an ad. We
are very pleased with this
innovation which has become
a part of our research
protocol.”
- Global Strategic Insights
Surpassing 60
becomes the
‘tipping point where
emotion evoked by
“Client moves from
Negative
to positive
Favourability
Ratings
Client score after
viewing ad
Client score
without viewing ad
Competitor
“Good guy”
Client Brand
“Bad guy”
81-10071-8061-7051-6031-5011-302-10
81-10071-8061-7051-6031-5011-302-10
01.
02. 03.
+-

13. MEASURE LEAD
13
OPPORTUNITIES
ANTICIPATE THREATS AND
REAL-TIME TO
INDICATORS IN

14. -4
0
+4
-5
+1
+5
+10
Lead indicators can be non-survey measures
14
% increase in
BRAND SEARCHES
(CATEGORY RELEVANCE)
% increase
BRAND CONVERSATION
(BRAND FAME)
Decrease
in spend
No change
Small
increase
in spend
Big
increase
in spend

15. -7%
0%
1%
-4%
-2%
9%
Search acts like a measure of category relevance and is most responsive to launch/re-launch
advertising
15
Job to be done:
Enhancement
%increaseinsearch
Job to be done:
Launch / Re-launch
Size of spend change
High AILow Medium AI
Search

16. 2%
6%
12%
Social response to advertising reflects creative cut-through
16
Campaigns with
High AI
Campaigns with
Low AI
Campaigns with
Medium AI
Efficiency of impact of spend on social conversation
Averageincreaseinsocialmentions
perincreasedGRP
Social

17. Spend
Efficiency
Search
impact
Average
efficiency
CASE EXAMPLE: TRACK LEAD INDICATORS IN REAL TIME
Speed & agility of non-survey measures could have saved significant sums for retail client
Tracking
results
DBA
results
ALERT
2 weeks
£254k
20 weeks
+£5.4m!
EXPLORE
ACT
1 2 3 4 5 6 7 8 9 10 11 12 13
supplement with
promotional
activity/PR activity?
re-edit on the back of
specific content
feedback?
adjust content mix for
campaigns with multiple
elements?
review media
mix/laydown?Weeks

18. Surveys will still be required to supplement non-survey data – but in the form of a short 5
minute pulse survey covering the most responsive business lead indicators
18
Spontaneous Brand
Awareness
Communications
Awareness
Key Image
Associations
Perceived
Price/Value
SocialSearch

19. R -.37
CASE EXAMPLE: HOT ALERT SYSTEM
Automated alert system would have helped FMCG client circumvent worsening value perceptions
Brand
HOT ALERT
Worth what you pay
Linear (worth what you pay)
Average price
Linear (Average price)
Worth what you pay’ / Average Price (R -.37)

20. CASE EXAMPLE: HOT ALERT SYSTEM
Automated alert system would have helped FMCG client circumvent worsening value perceptions
Worth what you pay
Linear (worth what you pay)
Average price
Linear (Average price)
Brand
HOT ALERT Worth what you pay’ / Average Price (R -.37)

21. AUTOMATED QUICK
21
IN RESPONSE TO
GUIDED DECISIONS
MAKE RAPID
TURN MODULES TO
PREDICTIVE ALERTS

22. A streamlined approach facilitates an agile way of working
22
Rather than collecting lots of detailed information all the time regardless of whether it’s needed, the tracking system is
streamlined and signals when further exploration (and possibly data) is required.
Alert triggered as it detects pre-defined patterns and sent to pre-agreed stakeholders
– research agency, client (insights/marketing) or other key agency partners..
Meeting of key stakeholders and relevant experts quickly convened to
hypothesise possible causes and whether further investigation is necessary.
A course of action is agreed and once all necessary information has
been gathered , the most relevant marketing action can be taken.
ALERT
EXPLORE
ACT

23. BRAND BRAND PULSEPULSE
23
A quick turn tool suite enables evidence based decision
making when an alert is triggered
Quick-turn supplementary tools
Brand Health Now
Pricing Module
Promotion Module
Ad Now
Research Now (Omnibus)
Qual Now
DIGITAL DIGITAL SIGNALSIGNALALERT
EXPLORE
ACT

24. CASE EXAMPLE: RAPID EVIDENCE BASED DECISION MAKING/1
24
Year
2
Year
3
Year
4
Year
1
OFF
AIR
Optimising activity during a period off-air for a high-profile CPG brand

25. CASE EXAMPLE: RAPID EVIDENCE BASED DECISION MAKING/2
25
Time off-airPrevious period
2 3 41
CATEGORY RELEVANT INTEREST
BRAND FAME
CREATIVE IMPACT
TEST
DIGITAL BRAND
DEEP DIVE
(Yearly)
When digital signals declined, the client ran a quick creative test and digital brand deep dive to understand why

26. SENSITIVITY TO ADVERTISING
TEST NEW
EXPOSURE
TO IMPROVE
TECHNOLOGIES
PARTICULARLY
DIGITAL SPEND
26

27. 27
Tracking and Effectiveness studies can now be run via Kantar Millward Brown’s Ignite
platform: the world’s largest permission-based panel with access to 3rd party data sources
Ignite
Network
Multiple panel partners
combine to give panel size
Unrivalled access, context
and insight
Panel
Provider
Panel
Provider
Panel
Provider
Panel
Provider
Feed in third party
data sources, tags and
behavioural profiles
Advertising
exposure
tags
Audience
Profiles
Programmatic
Surveys
3rd Party
Data
Matching

28. 28
CASE EXAMPLE: Using Ignite to improve sensitivity to measure campaign impact
Home Improvement client able to measure impact of digital campaign in near real-time thanks to improved
technology that identifies home owner segment based on panelists’ prior site and search habits
DSP
33%
Portal
47%
Ad Network
5%
Home Improvement
Site
15%
Initial Media Allocation
DSP
33%
Portal
47%
Ad Network
5%
Home Improvement
Site
15%
Optimized Media Allocation
Media Partner
% In
Homeowner
Target
% Of Ads
In View
Increase In
New Product
Awareness
New Product
Awareness
DSP 13% 55% +4.3 $.65/person
Portal 28% 76% +12.3 $.33
Ad Network 20% 68% +0.2 $.28
Home
Improvement Site
45% 88% +18.8 $.38
DETERMINE MOST COST EFFECTIVE MEDIA BUYS
The Portal and Home Improvement site clearly delivered the highest impact at the lowest cost

29. Lastly, but by no means least…..CONNECTING with the business is critical to embed and drive
desire for next generation tracking
There are several key steps on the journey to successful embedding an agile tracking approach within a business
“I contribute”
Best practice sharing, specific training
29
“I want it”
Foundation training and visualising results
“I understand it”
Launch sessions to raise awareness
of the new Brand Platform study
# of qualitative Iterations
Well executed change leadership regularly reinforced by key stakeholders accelerates adoption and minimizes disruption.
Ongoingcommunicationandcommitmenttowardsthechange
Adoption
Acceptance
Awareness
• Roadshows tailored to each internal audience
• Immersion training
• Full study deployment
• Best practice share and steal
• Stakeholder mapping
• Launch event – clarify that the purpose is business impact
• Establish leadership and core teams
• Review organisational structure & process

30. 30
In summary: Rapid change means changing ‘how we do’ tracking. Start piloting now.
CHANGE
DRIVER
IMPLICATIONS
FOR
RESEARCH
Busy, hectic,
mobile/
connected lives
Short, mobile
friendly,
engaging
surveys
Seeking brands
& products that
align with
cultural identity
Neuroscience
techniques to
measure brand
identity
sensitively
A proliferation
of data from
digitalisation
Exploit new
data sources
for a superior
understanding
of brand
performance
New, more
efficient data
collection
methods
Greater
flexibility –
services on-
demand
delivered
quickly
Digital media
now
mainstream but
fragmented
Approaches
sensitive
enough to
measure
individual
components of
the media mix
Opportunities
for ‘in-flight’
optimization
Fast and easy
access to
commercially
relevant
metrics
Advances in
programming &
processing
speed
Data integration
and automated
smart analytics
Advances in
data
visualisation
Dashboards and
deliverables
designed for
clarity, impact
and action
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31. Future of Tracking:
Transforming how we do it not
what we do
Mark Chamberlain,
Managing Director – Service, Retail & Transformation Brands, KMBUK
Alex Taylor,
Client Strategy Officer, KMBUK
28th February 2017