The attribution models provided by measurement tools tell us about the clicks they have been able to measure.
But they cannot do so for what happened before the first controlled interaction (both on and offline), nor for the rest of the interactions during the purchase decision-making process that take place from other devices and not offline. To create attribution models, we have to analyze trends.
We have no control over what we cannot measure.
It is something we have to accept. We have korean girl whatsapp number to make the best decisions with the data we have and be clear that this loss of control occurs in other areas of our marketing activity.
Get used to not having full control of your marketing strategy
The ability to measure in digital can give us the false impression that we can have everything under control. It is true that in digital marketing we can measure many more things than in traditional marketing. But many more things does not mean everything.
I recently read a piece of information that surprised me because of how high the figure is. Perhaps it is so high because of Amazon's higher recall rate than other brands.
Between 70 and 90% of the impact of Amazon display campaigns ends in purchases outside the platform
The omnichannel effect
Having a robust omnichannel strategy should be one of our strategic objectives, since our customers' experience and, therefore, our sales improve considerably. But facilitating circulation between channels causes transfers between them and sometimes, between brands.
Sometimes retargeting campaigns are so aggressive and constant that they convince us to buy that product, but we end up buying it on another website.
Of course, this is not an effect exclusive to online stores. In the same report, they say that the opening of a physical store produces an increase in online sales of between 4 and 8% . We have examples from Amazon itself when it opened its first stores.
I understand that the reason for buying it elsewhere is that there was something about Amazon (lack of stock, supplier, price, etc.) that did not convince them at first or that they found better conditions elsewhere.
But beyond this figure (which seems excessively high to me), what I wanted to analyze in this article is the effect itself.
We can have a campaign focused on promoting a specific product, but we cannot control the decisions our audience makes driven by that impact.
Working at ING, I experienced a similar effect first-hand. I was responsible for digital marketing for investment products and I witnessed what we internally called the halo effect (we were not referring to its more standard definition: the attribution of positive qualities based on a good image).
When running campaigns for product X, we checked how conversions were produced for this product, but also for products from other areas.
What was happening? Two very normal behaviors:
We enter a website attracted by a creative, and after reviewing the initial product another one catches our attention and we end up buying it.
The effect of the brand and its flagship product (orange bead) acted as a reminder/advertisement. When they saw an orange creative, they remembered that they had to purchase a product, and they used it as a “shortcut” to enter the website to purchase it.
And it is this second behavior that brings us to the last effect that I am going to discuss in this article.
The effect of branding and positioning on sales
One of the goals of creating a strong brand is to provoke the effect I just mentioned in the audience.
Just seeing a color, a logo or a type of communication produces an automatic positive association and this motivates the audience to buy or recommend the product being promoted.
That's why I'm so critical of overly aggressive marketing campaigns , they devalue the brand and harm sales.