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GEORGE TAN & DR. E. CRAIG STACEY

USING TECHNOLOGY TO GENERATE REAL-TIME EVENT INTELLIGENCE

Today’s Objectives

Turn your events into opportunities to regularly generate insights for clients

Answer critical questions that keep your clients awake at night

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The Event Intelligence Lifecycle

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IDENTIFY OBJECTIVES COLLECT RELEVANT DATA

ANALYZE FOR INSIGHTS

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Turn key client questions into clear objectives (don’t just think of sales ROI!)

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Consider 3rd party information and also what you are uniquely generating

Leverage available tools to identify trends

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Case Study: Light Beer Company

The Power of Beer

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Light Beer Company (LBC)

• Experiential marketing agency hired to conduct on-premise sampling events in bars, clubs, etc. in 2013 and 2014

• Importer of light, lager-style beer

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Translate client conversations into clear primary and

secondary objectives

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KRISTINA

• “Where should I be spending my limited marketing budget?”

BUDGET RELATED (PRIMARY GOALS) • Determine ROI

MARKET SHARE RELATED (SECONDARY GOALS)

CMO, Light Beer Co.

• “What emerging light beer brands do I need to watch out for?”

• Identify trending light beer brands

• Isolate causes of share shift

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Advances in event technology make capturing

information nearly effortless

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Not all data is equal, more granular information is

always preferred and sometimes required

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• Large B2B events • Multi-day, multi-location B2C campaigns

Acceptable when you can collect many observations (n>100) or are looking for directional answers

• Small B2B events • Single day, single-location B2C campaigns

Required when you are only able to collect fewer observations (n<100) or need precise answers

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3 Cl

eare

r (1-

to-1

) Fu

zzie

r

GRA

NU

LAR

ITY

Post-Event Recap

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Clea

rer (

1-to

-1)

Consumer Surveys (at event)

Fuzz

ier

Sales Data (3rd party)

Online Activity: Social Media (e.g., DataSift)

Online Activity: Search

(e.g., Google)

GR

ANU

LAR

ITY

INCREMENTAL COST REQUIRED

Attendee Tracking: 1-to-1 Technologies

(e.g., RFID)

Attendee Tracking: Counters

(e.g., Turnstiles)

Consumer Surveys (email or panel-based)

Sales Data (Internal)

Less Expensive More Expensive

INTERNAL SOURCES

EXTERNAL SOURCES

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Granular info is often more costly; internally-generated

data is often high quality and free

We have decided on key objectives and necessary

data to capture, now what?

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Unique Internal Sources Simple consumer surveys conducted at on-premise sampling events

Identify trending light beer brands for Kristina at Light Beer Company

Available 3rd Party Sources Online Activity (Google Trends, Social Media)

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IDENTIFY KEY OBJECTIVES

CAPTURE DATA

ANALYZE FOR INSIGHTS

Analytical techniques vary in cost and complexity;

advanced techniques often provide richer answers

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Mor

e Co

mpl

ex

Less

Com

plex

COM

PLEX

ITY

& CO

ST

Benchmark Relative Performance Compare your brand to the market

LBC is one of the most considered import beers in the U.S. and has gained share against domestics

Competition’s higher quality at a similar price point is causing some share loss

A 1% decrease in LBC’s price would yield a +0.4% increase in LBC sales volume

Identify Underlying Performance Drivers Answer why a behavior occurs

Develop Predictive Model Links performance and underlying drivers

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Start with basic benchmarking

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Benchmark against another point in time

Benchmark data against known competitors AND

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MIN. COST

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Unique data generated at LBC events identifies

emerging brands to track further

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Q: What other beer brands do you most frequently consider drinking? (YTD 2014)

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LBC On-Premise Event Surveys

SOURCE

YTD 2014 TIMEFRAME

Brand names of beers considered by bar patrons

METRIC

MIN. COST

Unique data generated at LBC events identifies

emerging brands to track further

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Q: What other beer brands do you most frequently consider drinking? (YTD 2014)

Hig

her G

row

th EMERGING

THREATS ZONE

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LBC On-Premise Event Surveys

SOURCE

YTD 2014 TIMEFRAME

Brand names of beers considered by bar patrons

METRIC

IMPORTS DOMESTIC

CRAFT BREWS

MIN. COST

Rolling Rock

Augmenting LBC’s event data with 3rd party sources

can provide additional insights

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Beer Comps Mind Share Relative to LBC (as of September 2014)

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Number of brand mentions

METRIC

Social media SOURCE

YTD 2014 TIMEFRAME

MIN. COST

Viewing the same data over time shows change in

share among key competitors

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5X

LBC Co.

Coors Light

1/1

/20

08

7/1

/20

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/20

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7/1

/20

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1/1

/20

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7/1

/20

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/20

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7/1

/20

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/20

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7/1

/20

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1/1

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/20

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1/1

/20

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7/1

/20

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Lagunitas

Miller Lite

Beer Comps Mind Share Relative to LBC (January 2008– September 2014)

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Number of brand mentions

METRIC

Social media SOURCE

JAN 2008 to SEP 2014

TIMEFRAME

MIN. COST

Lagunitas Google Search Activity, US Only (YTD 2014)

Lagunitas appears to be a particularly interesting

brand in California and Illinois

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MIN. COST

Number of brand searches

METRIC

Google Trends SOURCE

JAN 1, 2014 to APR 2014

TIMEFRAME

Machine scoring of event commentary suggests

Lagunitas acts as a stepping-stone to other beer types

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LBC Sampling Event Sentiment Scores: What do you think about the Lagunitas beer?

Range of Scores

-1 (most negative)

0 (neutral)

+1 (most positive)

-0.02 A little too bitter, but not too bad

+0.68 Great. I suggest it to anyone looking to upgrade from store bought light beer into a quality beer

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-0.58 This beer had zero aroma…I think they are shipping their beer all over the place and its ruining the quality

+0.50 Good flavor and no foul aftertaste

+0.38 A very good and easy to drink IPA

Emotional sentiment of event commentary

METRIC

LBC On-Premise Event Survey

SOURCE

YTD 2014 TIMEFRAME

MOD. COST

Upcoming Tech: Facial detection software can count and

quantify emotion in all submitted photos adding a new level of

quantifiable data depth

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DETECTED

4 FACES GENDER

50% MALE 50% FEMALE PRIMARY EMOTION

100% JOY

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MOD. COST

Sentiment of event photos

METRIC

LBC Sampling Event Photos

SOURCE

TBD TIMEFRAME

Combining 3rd party market and internally generated event data can yield very powerful, predictive models

Business Cycle Disposable Income + A 1% increase in disposable income per capita implies a 0.75% increase in beer consumption

Consumer Sentiment (Michigan Index) - Each 1% increase in the index reduces volume 0.1%

Price Price: - A 1% increase in the price of the real beer CPI implies a 0.15% decrease in current year beer consumption rising to a cumulative -0.4% over two years

Alcohol CPI On-Premise/Alcohol CPI Off-Premise - A 1% increase in the relative price of alcohol on-premise implies an

approximate 0.5% decrease in beer consumption Beer Price Off-Premise/ (Wine Price Off-Premise + Spirits Price Off- Premise) - A 1% increase in the beer off-premise price relative to other alcohol off-

premise prices implies a 0.4% decrease in beer sales

Marketing Beer Ad Spend (Real $) + A 1% increase in Beer Ad Spend implies a 0.12% increase in Beer Consumption

Liquor Ad Spend (Real $) - A 1% increase in Liquor Ad Spend implies a 0.04% decrease in Beer Consumption

Wine Ad Spend (Real $) - A 1% increase in Wine Ad Spend implies a 0.03 decrease in Beer Consumption

Societal & Population Legal Sub 21 Drinkers as a Percentage of the Population + Allowing legal drinking for 1% of the population adds 0.8% to consumption

Average Age (Beyond Mix Correction in Weighted Population) - A 1% increase in the average age of the population has a -0.1% impact on

beer consumption through “social direction”

Diet Mentions - A doubling of publicity on low-carb diets reduces consumption 2.2%

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Beer Consumption Model

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VERY HIGH COST DRIVER COEFFICIENT DESCRIPION

A combination of available business cycle, pricing, marketing and population factors model beer consumption accurately

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ACTUAL MODELED

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VERY HIGH COST

Volume of beer consumed

METRIC

Multiple sources SOURCE

1960–2012 TIMEFRAME

Beer Volume (Actual and Modeled)

Summary of Findings from LBC On-Premise Sampling Campaign

• LBC is one of the most popular import beers and is gaining share from domestics

• Lagunitas is an emerging threat, especially in CA and IL o Considered an entry option for lager

drinkers looking to expand their taste profile

o An affordable, high-quality beer alternative to cheaper light beers

o Recent expansions in IL will make this an immediate national threat

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KRISTINA

• “Let’s add Lagunitas to your regular watch list”

CMO, Light Beer Co.

• “Can’t wait to see next month’s update”

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The Brandscopic Leadership Team

GEORGE B. TAN CEO

George joined the Brandscopic team in 2013 and brings with him over a decade of strategy consulting, private equity and data analytics experience. George holds a B.S. in Computer Engineering from Northwestern University, and an M.B.A. from the MIT Sloan School of Management.

CHRIS JASKOT CTO

Chris founded Brandscopic in 2005 as an experiential marketing management solution focused in the nightlife marketing industry. Chris holds a B.S. in Computer Science from the University of Michigan .

DR. E. CRAIG STACEY Analytics Advisor

Dr. Stacey is a recognized expert in the area of marketing analysis and provides input to Brandscopic analytics. He is currently a Founding Partner at The Marketing Productivity Group and the Director of NYU Stern’s Center for Measurable Marketing

GEORGE B. TAN

gtan@brandscopic.com

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(855) 5-SCOPIC x101

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PRESENTATION RESOURCES

brandscopic.com/eventtech2014

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