Article

Five steps to integrating your multichannel marketing

While the message should remain consistent, what works on television or in a circular likely won't work on mobile or at the shelf.

June 19, 2011

The idea of multichannel integration in marketing isn't a new one, but the reality behind it has changed dramatically from just a few years ago. Multichannel integration sounds like a lot of marketing doublespeak, but whether it is accomplished or not can mean the difference between success and failure for many marketing campaigns, not to mention an enhanced customer experience.

Marketing channels constitute various media types, from television to print to mobile to the store itself. The number of channels available for marketers to use has never been greater. Several new ones have surfaced in the last 10 years, while older vehicles are still with us — although with reduced reach and effectiveness. None have gone away, despite ongoing predictions of the death of print.

What exactly is multichannel integration? The underlying concept is pretty simple: it means ensuring that all the various elements of a marketing campaign support the same goal and are seen as connected in the eyes of the consumer.

Obtaining this level of integration requires more than using the same creative executions across various media types. While the overall message should remain consistent, what works on television or in a circular likely won't work on mobile or at the shelf. Each medium has its own characteristics and strengths, and the creative elements should make the most of those characteristics. Additionally, the context, i.e. where the medium is likely to be viewed, should also be taken into account.

The reason for all this extra effort begins and ends with the customer. The most effective campaigns use multiple media channels consistently conveying the intended message to the consumer, ultimately influencing behavior at the point of decision. The better the integration, the more effective the campaign is overall because each element supports and reinforces the others.

Channel integration doesn't happen by accident. At the development level, whether CPG- or retailer-driven, channel integration occurs only when it's planned for and mandated. This isn't nearly as easy as it sounds, as there are numerous departments, contributors and stakeholders — inside and outside the retailer — each with their own goals and each with their own and often unique way of doing things.

Retail marketing and merchandising departments are a great example of this complexity. While both have a goal of ultimately driving more sales in the store, they approach this goal in various ways, not all of them complementary to each other. Marketers lean toward communication and brand development, which are long-term goals. The merchandising teams are often more interested in driving sales for the current week. Alignment and communication across teams will require vision and leadership, with a clear idea of the end game.

For those who make the commitment to more fully integrate the various marketing channels, the returns can be phenomenal. Improvements of 25 percent to 50 percent are not uncommon and more than make up for the added effort and complexity in execution. In addition, the added benefit of improved shopper satisfaction is a notable benefit, although one that is harder to measure.

To get things rolling, here is a brief list of best practices for integration and ongoing development:

1. Start with the Shopper.As noted above, motivating the shopper and influencing the purchase decision, preferably for reasons other than price, are the goals of multichannel integration efforts.
2. Match the Medium. Consistency is more than just slapping the same graphic executions on every media element. Consider context and the strengths and weaknesses of each piece of collateral. The message needs to be consistent in its goal and should link to and support other channels, not just copy them.
3. Commit to Collaboration. Communication and willingness to compromise across departments for the greater good will make the whole process less painful. Even with all stakeholders agreeing on what needs to happen, there will be disagreements on the how. Be prepared to adjust and adapt throughout the development process. This works best when there is a single leader for the entire process, one who understands both sides, but is committed to the larger goal.
4. Execute with Excellence. No strategy outlasts the first battle, and the same is true with program execution. Challenges will arise, but by keeping the shopper’s experience in mind, and communicating clearly and frequently, they will be met and overcome.
5. Perform a Post-Mortem. Finally, test and measure, analyze and adjust. Keep what worked, change what didn’t and keep going. This is a too-often missed step in any promotion process, but what isn’t measured can’t be improved.

The toughest part of this process is taking it on and making it work. Once you've gone through it once, everything gets easier. And the results are definitely worth the initial friction of change.

As media channels continue to proliferate, integration will become more critical. Now is the time to start developing cross-functional capabilities that make for an integrated message to the shopper that uses all of these touchpoints to their greatest advantage.

Jeff Weidauer is vice president of marketing and strategy for Vestcom International Inc., a Little Rock, Ark.-based provider of integrated shopper marketing solutions. (Photo by Jannis Andrija Schnitzer.)