As originally published by Thinkbox on May 22, 2020
Matt Chappell, Senior Partner at Gain Theory, outlines four data-driven reasons to invest in advertising now in order to succeed in the future.
The common reaction to the unprecedented situation we have been facing over the last few months is to pull up the drawbridge, adopt defensive positions, and more often than not in the world of marketing, cut, cancel, pause, delay and reduce.
But there are two sides of the coin.
Unfortunately, there are businesses who have had to shut down completely or have experienced a decrease in demand. On the flip side, many in-demand businesses are finding themselves butting up against capacity limits. All of this leads to a reduced demand for advertising, especially if you’re of the school of thought that believes that advertising exists to prompt demand in the here and now.
However, Marketers that can hold their nerve, as well as the nerves of their Finance Director and board, know that advertising has an impact beyond today and will drive profits far beyond this crisis.
With that in mind, here are four data-informed reasons to invest in advertising now in order to succeed in the future. They are:
1. Advertising’s long-term impact
Gain Theory’s Long Term Impact of Advertising analysis from Thinkbox’s report showed that 58% of advertising’s payback came in the long term (in general, 3 months to 3 years) versus 42% in the short term (now to 3 months). This means that even in a world where short term returns are not viable, there is still value over the long term. If your short-term advertising ROI, as measured by econometrics, was £1, then investing now will generate a further £1.38 over the long term, showing that advertising can have a value over and above what it delivers in the present time.
It is this long-term value that informs findings around companies who invest in a recession doing better afterwards.
Here are a few famous examples:
1. Consumer Packaged Goods
Post was the category leader but cut advertising spend during the Great Depression. Kellogg’s the younger competitor, doubled spend, and remains to this day the category leader.
During the recession of the early 1970s, triggered by the oil crisis, Toyota maintained advertising spend as part of its long-term strategy, overcoming both Honda and Volkswagen to become the number one imported car brand into the US.
3. Quick Service Restaurants
In the recession of 1990-91, McDonalds dropped its advertising budget which allowed competitors Pizza Hut and Taco Bell to increase sales significantly.
2. Great value media
It is not new news that a lot of media is very good value right now, indeed Matt Hill at Thinkbox has already written about this in detail in the WARC article ‘Cleaning up with TV in Lockdown’.
We are hearing about media costs decreasing significantly due to demand for advertising decreasing and supply increasing as locked-in families watch more TV and spend more time online. What this means in practical terms, is that if your ROI from TV was £2 before the crisis, it could now be up to £3 or £4. If your demand has held strong, or even declined slightly (i.e. by less than costs in media have been decreasing) then it makes sense to place a strong bet on media.
3. Running from a walking start vs Running from a standing start
Some of us have taken up running in this lockdown period. As you will know, it’s a lot easier to sprint from a jogging start than it is from standing still. The same is true for media.
Behavioural research shows that consumers often need to see a piece of advertising multiple times before they are in a position to respond. This might be due to a complex message needing multiple views, a big reveal at the end that keeps the brand in suspense, or the fact that most consumers ignore or forget a number of ads to which they’re exposed.
When life goes back to some semblance of normal, most advertisers will want to capitalise on this moment and increase their advertising. Those who do so from a walking start, where consumers have already been exposed to some advertising, will do much better than those who try to start from scratch for the reasons outlined above. In fact, this can be equivalent to a 30-50% differential in a month’s worth of advertising effectiveness.
4. Spreading risk
As mentioned above, most advertisers will want to be present when the economy starts revving up again. But no-one knows exactly when this will be, with guidance on lockdowns and social distance being necessarily flexible and responsive to the latest risk and rate of infection.
Most advertisers will have significant lead times to getting an advert on air, impacted by creating the message, gaining business alignment, or buying the media. We have seen some fantastic examples of flexibility and strong messaging being created quickly but these are well-regarded exceptions and not the norm.
Because of this lead time and the uncertainty over exactly when we will return to normal, sensible businesses will be spreading the risk and reward of their advertising through the summer to ensure they have a presence when this occurs. And because of the above three points, they will also be reaping the benefits of good planning for long term success.
So, there you have it: four solid data-informed reasons to maintain advertising investment through this period. The best Marketers should never waste a crisis.
As originally published in The Drum, 13th May 2020
Although it’s a precarious time to make sweeping business changes, Gain Theory’s Russell Nuzzo makes the case for Near-Term Measurement in lieu of marketers’ favourite – Multi-Touch Attribution.
Every organization is asking the same question: if the world economy is frozen, what can I cut that will still allow me to come out of the running blocks fast? Unfortunately for many marketers, the decisions around investment cuts are being made by finance, with only the savviest of chief marketing officers having a say.
Right now, marketers need to justify every dollar by using the most accurate and relevant data possible to make fast decisions that will have a positive impact. In this climate, businesses that can, need to generate revenue now.
If return on investment was important for advertisers before the Covid-19 outbreak, it’s absolutely mission-critical now. And for marketing measurement, if anything good can come of the current crisis, it’s that brands begin a renewed focus on mastering what we call ‘near-term performance measurement.’ This approach focuses on using immediate and precise data signals to make advertising decisions.
Simply put – this crisis requires a strong, data-oriented approach for how we gauge the effectiveness of advertising. It’s time to zero-in on the data that is actually going to help you impact and protect your business immediately, rather than seek solutions through overly complex approaches with highly imperfect data.
Understandably, the temptation will be to plug the near-term ‘water leak’ by using the multi-touch attribution (MTA) ‘hammer’ that sits in the marketing measurement toolbox. But the ‘hammer’ is not the only tool you could use.
Historically, brands have tried to be as strategic as possible with their marketing spending using established approaches such as marketing mix modeling (MMM). These models help big brands figure out how best to allocate their budgets to maximize key measures such as reach and sales and evaluate tradeoffs.
However, if we recognize that the next six-12 months will look nothing like the past two to three years, the old models may no longer apply. MMM should not be thrown out; it can provide a great framing exercise. But it needs to be coupled with a strong, near-term measurement solution that can read and react based on what’s happening right now.
And if brands don’t get ‘right now’ right – their future isn’t necessarily guaranteed.
MTA is not the Swiss army knife that marketers need
Not long ago, MTA was once the darling of the marketing industry. Conceptually, it’s understandable. Who wouldn’t want to figure out exactly which ads drove which action? Even better, it promised marketers the ability to discern how different ad units across multiple media channels worked together to influence consumers and drive action. That’s essentially marketing’s holy grail: reach exactly who you want and don’t waste any money.
On paper, this is exactly the kind of tool that would be valuable right now, as chief marketing officers grapple with maddening business questions. But MTA has consistently overpromised and underdelivered.
A slew of less than satisfied customers can attest to this. I have heard of projects that take more than a year to get off the ground, significant data gaps and difficulties distilling tangible insights, not to mention the challenges of integrating MTA outputs back into clients’ adtech stacks. The continued deterioration of third-party cookies and IDs – the linchpin of MTA – will culminate in 2022 when Google, having followed Safari and Firefox, will begin blocking third-party cookies in Chrome.
Now is the perfect time to re-evaluate the right tools for near-term measurement.
The right tool for the right job
While the climate will be challenging for the foreseeable future, creating a unified, near-term measurement solution coupled with robust scenario planning, fueled by the latest available data will be essential.
There can be no garbage in and no garbage out. Not now.
To fuel near-term measurement, a tried and tested data-led alternative is to lean into what we call ‘micro-geographies’ for targeting as opposed to cookies. It is much easier to determine where an ad impression was served than who it was served to. Plus, micro-geographies are far more stable from data validation and privacy standpoints.
Additionally, most external impacts to consumer buying decisions happen geographically; local pricing, local distribution, local weather, local competition – even local Covid-19 infection patterns can affect the decision to purchase something.
We have been able to build these local features into our near-term measurement solution sensor; a micro-geography-based alternative to MTA.
For Covid-19 specifically, we’ve been able to build a set of indicators to quantify how the outbreak is positively and negatively impacting brand sales. Some of those trends are short term but others may have longer-term impacts on brand preferences and consumer habits. Some of the impacts will fundamentally change business models permanently.
Pivot to near-term measurement
Organizations need an understanding of short-, medium- and longer-term impacts of all their current investment decisions, not just marketing. Alongside longer-term scenario planning using simulation techniques such as agent-based modelling as well as established techniques such as MMM, marketers also need an immediate view on the here and now.
We think near-term measurement is the ultimate replacement for user-level MTA, and the perfect tool in the box for marketers in the Covid-19 ‘new normal’ landscape. Using near-term data can also predict consumer patterns before they happen.
Now more than ever, marketers need to make data-informed confident decisions at speed.
Using the right tools for the job, rather than reaching for a hammer, will help articulate the impact of investments ensuring brands remain relevant and robust through turbulent times, and that much better situated to lead when things get back ‘normal.’
The analytics era seems to finally have arrived in marketing.
The question is, “Are marketers actually ready?”
For example, three-quarters of brands say they are spending more on marketing technology this year, with 24% claiming to be spending significantly more, according to a recent Forrester report.
It looks like marketers are finally taking this seriously.
At the same time, just 10% of brands in that report say they have a clear picture of who their customers actually are. Not just the data, but who they are as people, and how that affects their consumption habits.
Something’s not right here. I suspect we know why.
We’ve heard more than a few stories like this. A major marketer is fixated on using advertising to drive acquisitions and wants to better manage its return on investment. So, it turns to one of the many technology partners in the market for help in building a multi-touch attribution (MTA) models.
The marketer is excited about the promise of better analytics, so they invest a significant amount of time and money along the way. Then they start getting insights back, and realize they have loads of questions they can’t answer, such as:
“Are these numbers good or bad?”
“What is success?”
“What should we do with this information?”
“How do we take this insights and move our budget to places that will drive more acquisitions?”
Faced with all these fundamental questions, instead of taking the bold action they dreamed about, the marketer freezes. Eventually the company abandons the MTA tool with little to show for their investment.
Like I said, we’ve seen and heard lots of stories like this. We can help make sure this doesn’t happen to you.
Making effective marketing decisions is complicated.
There are many considerations to determine which strategies are working and which ones aren’t, but that’s only the first piece of the puzzle. Once you figure this out, the next question is always “Why?” and then “What can we do about it?”
That’s why so many marketers are investing in advanced analytics tools like Multi Touch Attribution and Market Mix Modelling. These kinds of products theoretically answer those questions, helping you guide effective decision making and uncover optimization opportunities.
Currently, marketers spend 5% to 7% of their overall budgets on data analytics. According to the CMO Survey, that number is expected to jump to 11.3% in the next three years.
Which is great, but only if these brands get a return on their analytics investment.
This is easier said than done. I’ve seen many organizations adopt advanced analytics approaches but fail to use the insight gained in an effective way.
In almost every case, these brands want to improve ROMI (return on marketing investment). Yet as they proceed with their analysis, they often realize that different pockets of the organization have very different definitions of ROMI.
If everybody has a different measuring stick for success, as a marketer you will not be able to make many informed decisions. You probably suffer a perpetual state of indecision.
The good news is, we’ve seen this play out before, and we can help you through it. Here are five ways you can avoid letting your analytics investment languish – and turn your insights into powerful, profitable action for your organization.
Determine clear KPIs for the business and have the entire company agree upon them. This can be done by having open honest conversations about what the drivers of your business are.
Hold everyone accountable to those KPIs. If there is no accountability, people will not take action upon results, leading to a lot of wasted resources. The Harvard Business Review has outlined five ways to hold people accountable:
Train teams to accurately interpret the results. It’s crucial that your people must understand what the outputs are telling them in order to implement effective actions to drive business growth. For example, ROI is a simple metric that many marketers understand, but what they may not know is what is considered good/bad for an ROI.
Bring together additional considerations to tell the full story. There is more to performance than just what the model tells us. A marketer should ask themselves why something is performing well or badly. For example, who was the target audience? Is there an opportunity to invest more into those tactics? What additional media was in market? Were there additional factors at play that could have influenced results?
Partner closely with your analytics teams. Unfortunately, I’ve seen many organizations in which these two groups work in silos, which results in marketers not always being clear on what they need, and analytics teams providing less than actionable insights. On the flip side, when the two groups come together, I’ve seen them come up with those Ah-ha! moments marketers dream about when starting their analytics journeys.
Only when all these factors come together can marketers extract the true value out of their models, as they will be empowered to make smarter business decisions.
For example, a client of ours previously had a seasonal campaign running. Before it started, everyone, including the senior leadership team, came together to determine and agree upon the main KPIs.
We built a multi-attribution model to measure against the KPIs and trained the client and media agency on how to accurately interpret the results. Multiple stakeholders with different types of data and insights came together to discuss the results and it was determined that some creative messages weren’t resonating with their customers.
Therefore, the company adjusted their creative in their media during their campaign. This resulted in a multi-million dollar increase in revenue, which more than paid for the models.
In the example above, all the pieces of the puzzle came together to empower marketers to make smarter business decisions which drove more value for their organization.
It can be done – with the right help.
Originally published on The Drum
Lindsay Egan is a partner at Gain Theory
The decline in creative effectiveness through the 2010s has been much discussed, with plenty of potential reasons cited. Marketers have been accused of a short-termist myopia, of being too rational, left-brained, and of focusing on awards and not business impacts. As well as this, it has been argued that measurement is to blame: by concentrating on data and not on gut, have marketers have lost the essence of what constitutes great advertising?
As part of Thinkbox’s Demand Generation event in November 2019 I put forward a case that measurement as a practice is not to blame, but that bad measurement practice is, in that it causes marketers to make misguided decisions.
To put measurement back on the right track requires a rule book that all of the industry can follow. This rule book needs to be simple, based on experience, and well-practiced. Therefore, the nine golden rules that follow are nothing new. You may think that they’re too damn obvious. But how many of us can realistically say we follow all of them, all the time?
The rules split into A) Data, B) Methodologies, and C) Further Considerations. Please read them carefully and encourage your teams to do the same. Only by following them all, as laid out here, can we return to proper marketing measurement.
This is a preview of a WARC article published in January 2020. You can read the full article here (available to WARC subscribers only)
Alternatively read our blog from Thinkbox’s Demand Generation event including a link to video summarising the research here
You can also download the 9 Golden Rules booklet here
Chris Sloane, Senior Partner at Gain Theory heads up contributing authors in the Admap March issue which focuses around the topic of Frequency: How much is too much?
In his article, Chris Sloane looks at the history of frequency theory and what this can teach us in today’s media environment.
Below is an extract from the full article which can be found here.
In an age of multi-channel media planning, shorter consumer attention spans and ad avoidance, marketers and their agencies need to think hard about the issue of frequency when designing media strategies. Too little and the campaign risks having no impact, too much and advertisers are likely to be wasting money. And while it is true that even a perfect advertising schedule is not going to make an ineffective ad effective, it is also true that good scheduling can improve the payback of a campaign.
There has been widespread debate since the 1970s about whether a low-frequency, high-reach strategy is better than a high-frequency lower-reach one. This debate has intensified in recent years with the balance tipping towards the former approach.
In this article, we look at:
- The history of frequency theory
- What history can teach us today
Need to know
There are several points that media planners should be aware of when designing a schedule to invest their clients’ money, understanding these will improve and help to justify their planning:
- Can they make an estimation of the relative benefit of subsequent exposures? Various factors have the potential to make subsequent exposures in a given time-period more desirable, such as advertising NPD vs. established brands or levels of competitor pressure.
- Is it a seasonal campaign? For example, a retailer advertising at Christmas or Easter – multiple frequency in a short period of time is likely to be beneficial here.
- What is the degree of ad avoidance by media channel? The higher this is, the more frequency is to be valued. The level of ad avoidance by media channel should have an influence on how each channel is planned – maybe tight frequency capping for online isn’t always so desirable after all?
- What levels of advertising and brand recall can be expected for the message that is to be delivered? The lower these are, the more role frequency has to play.
- It is incumbent upon media planners not to have a one size fits all approach to their clients’ planning requirements. It is imperative to understand the nuance of the campaign, the brand and the category. Media planning in today’s world should be an exciting challenge, the evolving role of frequency makes it more so.
To read the full article click here.
Karen Kaufman, Global Chief Strategy Officer at Gain Theory speaks to AdAge in an article about the barriers keeping marketers and organizations from leveraging their data to inform decisions.
Closing the gap between marketing analytics and performance
Many marketers today have measurement systems in place to gauge the impact of their marketing campaigns. When ROI estimates reveal that a campaign is falling short of expectations, a decisive and well-informed marketer will reshuffle the media mix, change up the creative or take some other corrective action.
Unfortunately, this level of rigor is not being applied consistently to marketing investment decisions. Data and analytics are a gold mine, but marketers are not fully incorporating this intelligence into their decision-making process.
The fact is data and insights often languish inside the organization, resulting in organizations that fail to achieve the full potential of their marketing investment.
Research confirms a disparity between spending on data and analytics and a marketer’s willingness or ability to make decisions on the basis of its conclusions.
Currently, marketers spend 5 to 7% of their overall budgets on data analytics. According to the CMO Survey, that number is expected to jump to 11.3% in the next three years. And yet, in 2019, fewer than half (43.5%) of all business decisions are being made on the basis of marketing analytics—the highest level in the last six years. Moreover, when respondents were asked “To what degree does the use of marketing analytics contribute to your company’s performance?” they gave an average rating of just 4.1 on a scale from 1 (“none at all”) to 7 (“highly”).
The numbers seem remarkably low, especially considering the high levels of investment. To the casual observer, they raise the question: Why would a company commit resources to marketing analytics—or any data asset—without an obvious benefit to the business?
For starters, many marketers approach the need for data analytics as simply “checking a box”—in other words, for its own sake rather than with a clear understanding of the business question the marketer is trying to answer. There is an urgent sense of “I’ve got to do [fill in the blank] because everyone’s doing it.” That’s one sure way to get stuck in the weeds and by no means a path to marketing success.
Turn actionable insights into action
By now, it is widely accepted that one of the main goals of analytics is to produce “actionable insights.” Many successful marketers already possess the necessary insights to better engage with consumers. The issue is not so much the insights per se, but rather it is the ability to implement those insights by key decision makers across the organization that usually represents the biggest hurdles for marketers.
At Gain Theory we know this to be true from our own research findings. In one industry study, we asked marketers, “Is your company able to act on insights?” The answers we got back were mixed. Some marketers were unable to take action on key insights because they lacked a mandate from senior management while others got bogged down in a process of testing the efficacy of the findings before widely implementing the lessons to other departments. One respondent summed up, candidly, “We sometimes apply data without logic or experience.”
Design solutions for the end user
Today’s marketing technology space includes an abundance of tools powered by precise statistical models. Yet most of these tools were not designed with the marketer in mind. They can be overly technical and cumbersome to use.
We set out to correct this problem when developing our new marketing decisioning platform, Gain Theory Interactive. We conducted interviews with marketers and brand teams to fully understand how decisions are made. We learned that marketers need to be able to make critical decisions—often on the fly—and they need tools that empower them to make those decisions without requiring expertise in things like regression models.
Our main goal was to build a platform for marketers that simplifies the user experience and makes the output clear and easy to understand. The platform’s landing page, for example, immediately gets to the crux of the business question, whether it’s determining the budget required to achieve a sales target or informing the right marketing mix for a planned spend. As users go deeper into the platform, the steps and required inputs are designed to reflect how marketers tackle real-world problems.
Consider how the iPhone has revolutionized not just how we work but how we handle practically all aspects of our daily lives. Yet few if any of us ever think about the nitty-gritty details of the technology that makes our gadgets work right out of the box. With a platform that enables marketers to make informed business decisions without having to be experts in analytics—or taking the time to consult with a team of data scientists—marketing can achieve its fullest potential.
Article originally published on Adage click here.
Find out more about Gain Theory Interactive by visiting the site here
With over 20 years of experience in consulting, data strategy, technology and marketing analytics, Dodge will partner with Retail and Entertainment brands to support business growth from marketing investments.
Gain Theory, a WPP global marketing effectiveness consultancy that empowers marketers to create agile, smarter, data-informed cultures via data, technology and advanced analytics has appointed James Dodge to lead it’s North America Retail Practice from Chicago.
Dodge brings over 20 years’ experience helping retailers improve omni channel marketing effectiveness from within organizations such as Nielsen, McKinsey, BASES, Shure and Milliman. At Nielsen, he led the Retail Consulting & Analytics Team helping clients such as Lowes, Walmart, Safeway Albertsons, Walgreens, Roundy’s, Delhaize, CVS and Target, improve effectiveness with pricing, marketing analytics, forecasting, segmentation and customer profiling. At McKinsey, Dodge was in the Retail Practice providing information, research and analysis on corporate strategy, store operations, branding, marketing, and CRM engagements for clients. Most recently at Shure, he developed the corporate data strategy, started their enterprise data lake as well as a data engineering and data science team.
The appointment of Dodge is testament to Gain Theory’s deep-rooted experience and commitment to helping Retailers understand marketing’s impact on both short and long-term business objectives. Gain Theory has been recognized for its Unified Measurement approach and the sophistication of their models. Gain Theory has also developed and successfully rolled out a groundbreaking near-term measurement solution called Sensor™ which allows for an “in-campaign” tactical view of performance across online and offline channels, without the need for Personal Identifiable Information (PII).
“I am excited to join Gain Theory at a time when many retailers require a partner that understands all of the complex questions they need answered and knows how to apply the right type of advanced analytics, data science and machine learning for insights they can act on.“ says Dodge “Gain Theory is perfectly poised to deliver client success through speed, scale and sophistication.”
“At Gain Theory, we have a deep heritage in partnering with Retailers to address complex business questions.” says Shawn O’Neal, CEO North America ”I am delighted to have James lead our Retail Practice – his extensive Retail and CPG experience at the intersect of data strategy, technology, advanced analytics and consulting will add tremendous value to clients who need a data-informed approach to decision-making to drive growth”.
Gain Theory, the global marketing effectiveness consultancy that inspires marketing excellence, has expanded its North America operation by opening an office on the West Coast in San Francisco, adding to existing hubs in New York and Minneapolis.
The expansion strengthens the consultancy’s partnerships with marketers on the west coast and underscores Gain Theory’s commitment to delivering ‘always-on’ marketing effectiveness programs for its clients in various time zones.
As a leading global marketing effectiveness consultancy, Gain Theory has experts distributed across North America, Europe, and the Asia Pacific servicing clients in 113 markets across a range of sectors.
“The decision to create a foothold on the West Coast was a logical step in our business growth and client support strategy” says Shawn O’Neal, CEO North America. “Some of the most sophisticated marketers in North America are located there and it’s critical that we meet clients where they live to service them most effectively.”
The San Francisco office will be led by Marina Stuefer, Client Development Lead. Marina has almost a decade experience in the advanced analytics field, helping organizations turn data into actionable insights, to help build sustainable business growth.
Over the course of her career, she has led multi-country client engagements in Fast Food, Retail and Finance adopting a range of techniques such as Econometric Modeling, Machine Learning and Test and Learn. Her counsel has helped clients understand their consumer’s brand interactions, optimize media mix and flighting, forecast multi-year returns from investments, understand business drivers and course-correct marketing activities.
“I am excited about the opportunity to strengthen our client development and support on the west coast,” says Marina. “It’s an exciting time for marketers and Gain Theory is really well placed to help navigate their journey to marketing excellence via the data, advanced analytics and consultancy capabilities we offer.”
Diageo North America, one of Gain Theory’s long-standing clients, scooped the Data and Analytics Adoption category in the ANA 2018 Genius Awards. The award represents the best, brightest, most innovative and impactful work in marketing analytics today.
In their award-winning entry Diageo demonstrated how they were able to leverage granular insights gained by Gain Theory’s Multi Touch Attribution solution Sensor, as well as demonstrating cultural alignment around data and analytics to boost business outcomes.
Multi Touch Attribution for Granular insights
Diageo has had market mix modelling embedded within the business for a number of years. However, they were looking for enhanced insights to allow them to make tangible, informed in-campaign decisions.
Trialing Sensor allowed Diageo to leverage in depth analysis, alongside promotions, trade and much more.
Results: In-Campaign Optimizations
By leveraging Gain Theory’s Multi Touch Attribution Solution Sensor, Diageo have been able to get deeper overall optimization insights across 95% of their media spend.
Lindsey Kantarian, Brand Manager, Captain Morgan, Diageo North America, says:
“We have the ability to make real-time optimizations. If television is one of your tactics, which program of television is most effective for you? On the digital side, are display ads or video ads working harder for you? On a social side, which campaign is working hardest for you? And then by creative partner, as well.”
Watch the entry video on the ANA website here.
On November 13th Diageo North America, a global leader in beverage alcohol, handed Gain Theory the Value Creation award in its 2018 Supplier Awards. Hosted by our clients, the evening was dedicated to recognizing partners that drive value for Diageo by delivering outstanding quality, partnership and performance.
Shawn O’Neal, CEO North America and Chris Necchi, Associate Director at Gain Theory, joined our clients at Diageo’s newly opened Guinness Open Gate Brewery and Barrel House where the awards were hosted.
Gain Theory is delighted to have been named as the “Value Creation Supplier of the Year” for work the Gain Theory team has delivered to quantify and optimize marketing efforts across key brands within Diageo’s portfolio.
The Value Creation award recognizes Gain Theory as having demonstrated the deepest commitment to Diageo’s continuous improvement culture while driving year over year cost reductions and overall value. It also recognizes that Gain Theory create and maintain value creation through reliable performance, understanding of business needs and dedication to driving joint value.
“Winning this award goes well beyond the work we deliver to our clients.” says Karen Kaufman, Gain Theory’s Global CSO. “True partnership and collaboration is the special ingredient that unlocks value every day with Diageo. We’d like to say a big “thank you” to Diageo for the award, but also to the forward-thinking folks we work with each day – this award is as much theirs as it is ours.”
To see the full press release click here.