While Telstra’s massive CX overhaul has powered net promoter scores through the roof – with NPS linked directly to executive bonuses – CMO Brent Smart says that’s only half the job. To grow, Telstra needs to go harder on brand to woo those that don’t even know about its sweeping digital overhaul, including aggrieved former customers. As such Telstra’s 80:20 performance to brand investment ratios won’t stay that way, but Smart says competing with the likes of JB HiFi and Harvey Norman plus rival telcos in the monthly acquisition battle royale “has really sharpened me up as a marketer.” Smart thinks too many firms are failing to properly link brand communications through to CX and performance, using the same off the shelf tools and “luggage matching” instead of truly being fit for platform. Meanwhile, he’s testing performance channels to gauge if they are delivering incremental growth versus sales that would have happened anyway – and similar tests at IAG threw up some interesting results. Plus, Smart and Telstra are diving deeper into market mix modelling while building out a framework across the marketing function to “systemise and quantify” great creative work “without strangling it”. The latter is lifted from AB InBev’s award winning template. The former an attempt to demonstrate how marketing investment is delivering ROI and contributing to the bottom line. Between the two “I’d be lying if I said we could predict the impact of better creative,” per Smart. But in terms of media planning, he’s going all out for attention. “That definitely does change your channel choices,” says Smart – and there are winners and losers. Smart also fires back crisply at those suggesting Telstra’s new brand ad is lacking in branding.
See omnystudio.com/listener for privacy information.
See omnystudio.com/listener for privacy information.
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By Mi3 & iHeart Podcasts AustraliaWhile Telstra’s massive CX overhaul has powered net promoter scores through the roof – with NPS linked directly to executive bonuses – CMO Brent Smart says that’s only half the job. To grow, Telstra needs to go harder on brand to woo those that don’t even know about its sweeping digital overhaul, including aggrieved former customers. As such Telstra’s 80:20 performance to brand investment ratios won’t stay that way, but Smart says competing with the likes of JB HiFi and Harvey Norman plus rival telcos in the monthly acquisition battle royale “has really sharpened me up as a marketer.” Smart thinks too many firms are failing to properly link brand communications through to CX and performance, using the same off the shelf tools and “luggage matching” instead of truly being fit for platform. Meanwhile, he’s testing performance channels to gauge if they are delivering incremental growth versus sales that would have happened anyway – and similar tests at IAG threw up some interesting results. Plus, Smart and Telstra are diving deeper into market mix modelling while building out a framework across the marketing function to “systemise and quantify” great creative work “without strangling it”. The latter is lifted from AB InBev’s award winning template. The former an attempt to demonstrate how marketing investment is delivering ROI and contributing to the bottom line. Between the two “I’d be lying if I said we could predict the impact of better creative,” per Smart. But in terms of media planning, he’s going all out for attention. “That definitely does change your channel choices,” says Smart – and there are winners and losers. Smart also fires back crisply at those suggesting Telstra’s new brand ad is lacking in branding.
See omnystudio.com/listener for privacy information.
See omnystudio.com/listener for privacy information.
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