A global pharmaceutical company wanted to understand the best marketing vehicles to maximise sales and both ATL and BTL ROI's for one of its key “challenger” brands.  The brand has similar market share as its closest competitor in a very competitive yet growing category.

IRI identified a 6.3% revenue improvement with the same spend through an in-depth Marketing Mix analysis.

The Challenge
The client wanted to better understand the impact of marketing activities by linking  multi channels media investment (TV, online video, digital campaigns) to BTL promotions and  in-store feature and display data. 
IRI developed a model to measure, optimize and forecast the impact of marketing activities including media, consumer promotions, trade and competitive activities. Key analyses yielded insight across multiple dimensions:
  • Consumer centric: How can the company balance marketing spend by brand and tactic to drive both penetration and buy rate?
  • Channel centric: How does performance differ by retailer and what is the right tactic at each retailer?
  • Portfolio centric: What is the ROI and halo contribution of tactics?
  • Media centric: What is the right balance between traditional and new media?
IRI was able to connect consumers’ brand perceptions, what they did online, and what they saw on TV to what they bought.  
Using the manufacturer’s marketing activity data and advanced analytics, including store-level modelling of marketing mix, IRI quantified how each marketing activity influenced purchase at a store-level.
The analysis yielded a set of insights and key recommendations:

Shift support to product A and B to drive up volume and ROI. Stop support for product C (does not drive the overall brand)
Online video (OLV):
Use OLV to drive product B-focused messaging. 
Stop doing generic display banners and concentrate on rich media. Search is the best online vehicle to get your message across.
Increase support and switch back from underperforming offers
Leverage the right tactics at the right retailer

The Result
Optimizing the 2015 marketing plan generated +6.3%  net revenue for the manufacturers with the same spend through portfolio and retailer reallocation as well as digital investment.
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