TV Advertising in 2015: Adapting to the Digital Age
In the digital age a number of mediums have joined TV as lucrative ways to market businesses.
From social media platforms like Twitter and Instagram to simply creating online content, the modern-day marketing expert must have a firm grasp on all of the available methods to promote their company.
TV is and always will be the source of huge spending on advertising, but how is has it changed over the years and what can we expect in years to come?
Business Review Europe spoke to wywy, a group that helps brands analyse the impact of TV advertising in the digital era.
BRE: How has the behaviour of TV audiences changed over the past few years?
Wywy: Seven years ago there were no iPhones and tablets, meaning TV audiences focussed solely on the big screen. While the actual amount of television that people watch has not changed much – in 2006 UK viewers watched an average of 3.6 hours of TV a day, while in 2013 they watched 3.9 hours – the degree of viewer distraction has.
Media multi-tasking is now the norm for most (99 percent) adults, and often involves using a second screen while watching TV. This trend has changed TV consumption beyond all recognition.
How is this change in behaviour affecting advertisers?
Media multi-tasking means that viewer attention shifts away from the TV screen, especially during commercial breaks. Not surprisingly this has a significant impact on the engagement levels of TV advertising and results in a drop in ad awareness of up to 58 percent.
However, viewers are still willing to engage with TV content, and one in ten UK consumers search for a product after seeing an advert on TV. Advertisers simply need to find the right strategy to re-engage their distracted audience via the second screen.
What exactly is TV syncing?
TV syncing is about synchronising delivery of ad campaigns across multiple screens simultaneously to encourage better consumer engagement. There are various ways to achieve this, including:
- Utilising TV-synced online ads – which appear on second screens the moment a related TV commercial airs – to recapture viewers’ attention
- Synced homepages – where the TV advertised product appears on the advertiser’s homepage the instant the commercial is broadcast
How can advertisers measure the success of synced TV advertising campaigns?
There are various ways that performance can be measured depending on the type of TV syncing used. For TV-synced online ads, advertisers can measure the extent of recaptured audience attention using the traditional TV metric of GRP, or its online equivalent – Active GRP.
READ MORE: How to Capture Consumer Attention in 2015
For TV-synced homepages, advertisers can use website visitor data to compare the conversion metrics with and without the sync-effect. TV-synced homepages are likely to see a two to five-fold increase in conversions.
Improved measurement enables campaign optimisation and can enhance performance by recognising elements, such as TV creative, TV channel, or time of day at which the ad airs.
What does the future hold for TV advertising? What can we expect to see changing in 2015?
TV consumption will become more fragmented in 2015 as viewers increasingly watch TV online – either via desktops or mobile apps – rather than using the main household TV.
As a result of this, viewing will move away from set timings and towards an on-demand model using platforms such as Netflix, Amazon Prime, and YouTube. In addition, TV show tasters are likely to be uploaded onto channels such as YouTube to help increase viewing figures.
The planning and execution of TV advertising is likely to become far more sophisticated as Connected TVs and set-top boxes offer TV advertisers more real-time insight into consumer profiles and viewing habits, enabling them to provide relevant and targeted content.
This analysis of consumer data will also allow TV advertising to become more automated, with platforms such as Clypd and AudienceXpress already delivering programmatic TV ad buying technology. TV will become more integrated with other media channels and instead of having a distinct TV budget, advertisers will move increasingly towards cross-device campaigns.
Re-defining the economics of CX in the new customer journey
There’s no shortage of customer service channels for the enterprise to select from today. Regardless of the many new metrics that have emerged – such as customer success, or empathy – cost reduction is still a primary driver in selection criteria.
There are many articles dedicated to how companies can turn customer service and customer experience (CX) from a cost to a revenue centre. The problem is, if you stop there and don’t look beyond cost reduction, you’re limiting the scope for CX to become an even bigger economic contributor in the enterprise.
There is every opportunity for customer service and CX to significantly influence the front end of business, particularly amongst direct-to-consumer subscription-based products and services, such as popular streaming services like Netflix, Amazon, Disney+, as well as sports subscription services like DAZN.
In these products and services and others, there are new customer journeys that may drive business growth and revenue. They start earlier and may last a lifetime, so getting things right at the start of the journey is key so that customers have the best experience from day one.
Not only will this help in making customers less likely to reach out for issues-based support further down the line, but these customers will be much less likely to churn, and much more likely to take up new services as they are offered throughout the lifetime journey.
So, what does the new customer journey look like for these services?
Opportunity waiting for the likes of Netflix & Disney
While consumers may have previously regarded customer service as a way to mitigate the inconveniences in their lives, the customer journey is expanding in scope every day. Today there are many more touchpoints available that put CX in a position to drive revenue.
For one-off purchases, traditional CX deployments have not changed significantly in the past few years. However, if you look at the change in the CX relationships we’re seeing with subscription-based products and services, particularly media-based streaming services, it’s clear that these companies lead what quickly become very multifaceted relationships with their customers. These have serious potential to evolve over time for increased economic benefit.
For any sort of subscription-based business, customer lifetime value is paramount, and the requirement to actively manage a continued positive customer experience is critical.
Every interaction is an opportunity, and every data point is a chance to offer more value. Introductory offers can convert to longtime customers. Longtime customers may take up opportunities to upgrade to more premium products or services. They may also appreciate incentives to invite family and friends to become customers. Consumers who like a particular service, for example, may appreciate a recommendation for another similar or complimentary service.
It all starts with customer interaction, and the customer experience journey becomes an opportunity to strategically affect the user base and resulting revenue - which is a far cry from the limitations of call center cost reduction or churn metrics.
How do companies support the new customer journey?
More and more, customers look at the new customer journey as engaging with brands as part of their lifestyles. Many companies are making brand ambassadors available before the traditional customer journey even starts, which is a marked change from a purely transactional relationship associated with a one-off purchase.
These ambassadors, who are often independent users of products or services, are providing trusted pre-sales advice, and that same trusted advice can also function to nurture the customer journey in a subscription-based relationship. Call it ‘GigCX’ or ‘crowdsourced customer service’ or even ‘peer-to-peer customer service’ - it doesn’t matter.
The key is in providing impartial, trusted advice from real users. Think about it: who would you rather get advice from? Someone who has used a product or service extensively, or someone who has been trained to provide customer service surrounding that product or service?
For services such as streaming media, advice from trusted experts with real product know-how could be invaluable. This may not be limited to technical issues, such as what to do when you can’t access your favourite show, or how to access services across various devices. It could be parents helping other parents who are concerned about how to restrict adult content from child viewers, or simply customers who have similar taste in programming who can comment on the benefits of upgraded or premium products. The point is, these experts are easily available at any touchpoint in the customer lifetime journey, creating more chances to add value.
It’s also about tipping customers from ‘passive’ to ‘promoter’ in the NPS scale. It’s an opportunity to turn neutral customers who may be vulnerable to competitive offerings into loyal enthusiasts who will keep buying and referring others, fuelling growth. It may ultimately help drive even further revenue by creating customers that are helping to sell the brand itself.
And, while chatbots and automation may play a key role, they are often not able to handle the more complex support needed in the new customer journey. Conversational AI is rarely as conversational as it claims to be, and in the new customer journey, most companies are finding that a mix of automation and people-centric service is an ideal way to nurture the many new touchpoints created.
It’s no longer about trying to replace human capital with automation: it’s about orchestrating a uniquely personalised CX, and proactively engaging during the customer lifecycle to enhance the experience, and to create more long-term value.
At the moment, we’re only seeing the tip of the iceberg in terms of the power to affect the economics introduced by the new customer journey. We’ll no doubt see this evolve rapidly particularly amongst streaming companies as they use human-centric connections in CX to support the full potential of customer lifetime value.
About Roger Beadle
Roger Beadle is an entrepreneur and business leader who is reinventing how customer service is delivered via the gig economy. After establishing several businesses in the contact centre industry, Roger co-founded Limitless with Megan Neale in 2016. Limitless is a gig-economy platform that addresses some of the biggest challenges faced by the contact center industry: low pay, high attrition and access to new talent. Previously, Roger and Megan helped to build one of the largest privately-owned outsourced contact center business in Europe, before selling the business to the global conglomerate Hinduja Group. Roger is an outspoken proponent of digital ethics, worker’s rights and the ‘good-gig:’ which encapsulates gig work for incremental pay versus full time work, skilled gig work, no unpaid time/downtime and zero expenses.
Named a Rising Star at Deloitte’s Technology Fast 50 program, Limitless is a gig customer service platform, combining crowdsourcing and AI to help global businesses address their biggest customer service challenges – rising costs, increasing attrition, variability in demand and the need for diversity. Brands like Microsoft, Unilever, Daily Mail Group and Postmates are using Limitless’ SmartCrowdTM technology to connect with their most engaged customers, and reward them for providing on-demand customer service that can flex in line with demand. Limitless is one of the world’s first global tech platforms to introduce localised platform terms to protect the rights of its gigging workers. Backed by AlbionVC, Downing Ventures and Unilever Ventures, Limitless is empowering people worldwide to earn money for providing brilliant customer service for the brands they love.