or call us: +1 202 778 0680
Content & Partners
What Our Clients Say
Warc in the News
Write for Warc
Terms & Conditions
Request a Trial
Magazines & Journals
Books & Reports
Do I Subscribe?
ALL OF WARC
Pinpoint the case evidence you need – search by industry, objective, media and more.
Case summaries showcasing leading brands achieving key marketing objectives.
Creative TV and video executions from the most innovative and market-leading brands.
Browse campaigns from the world's leading advertising and marketing effectiveness awards.
The latest from our annual case study competitions.
Rankings of the world's most effective agencies, advertisers and brands.
The latest on 80+ key topics
Media & Channels
Latest industry-focused insights
Apparel & Accessories
Government & Non-profit
Household & Domestic
Media & Entertainment
Pharmaceutical & Health
Toiletries & Cosmetics
Travel & Tourism
Marketing advice and assistance
In-depth analysis of 200 global brand owners
Key Warc papers on marketing best practice
Quick one-stop overviews of major marketing themes
Browse all Warc papers and case studies by subject
Latest reports from Warc and trusted partners offering unique insights into current trends.
The driving forces behind consumer behaviour.
New developments for industries and sectors.
Strategic insight for the marketing of brands.
Media & Tech
Latest innovations in media and technology.
Insight and intelligence for countries and regions.
Daily coverage of key developments for marketers worldwide.
The Warc Blog
Insights, opinions and fresh new thinking from our team of bloggers around the world.
Advertising expenditure by medium in 80 markets, plus forecasts and media costs for key countries.
Key briefings from major conferences and events in the US, Europe and Asia Pacific.
Plan your schedule of must-attend events with our global calendar of conferences.
Review your contact details and public profile.
Choose and review which topics to follow.
Choose and review which brands to follow.
Your Email Updates
Select and manage the emails you receive.
Contact your dedicated Client Services Manager.
Put our research team at your service.
REFINE YOUR RESULTS BY:
Enter a search term:
Date: newest first
Date: oldest first
Measure brand equity with structural equations modelling
Michael Lieberman, Admap, January 2010, pp. 46-47
Brand equity is loosely defined as: 'the added value that a brand brings to a product or service beyond the functional benefits provided'.
Brand equity is loosely defined as: 'the added value that a brand brings to a product or service beyond the functional benefits provided'. Structural equations modelling (SEM) is a sophisticated way of measuring brand equity that gives lucid results that are easy for marketers to interpret. The chief strength of SEM is that it can be expressed in path diagrams, allowing clients and marketing managers to understand the output of a structural equations model with a minimum of explanation. Its other main advantage over other multivariate methods is that it includes the ability to handle latent variables in the analysis.
Should accountability metrics dismiss intermediate effects?
Ged Parton and Jon Harper, Admap, May 2008, Issue 494, pp. 0-34
Traditional intermediate measures (awareness etc.) correlate poorly with actual market performance. Rather than continue to tolerate such measures, the authors argue that there are others that can be shown to relate strongly to actual business outcomes.
Traditional intermediate measures (awareness etc.) correlate poorly with actual market performance. Rather than continue to tolerate such measures, the authors argue that there are others that can be shown to relate strongly to actual business outcomes. They identify two: `attitudinal equity’, the strength of a person’s relationship with a brand, and `barrier effects’, the extent to which market circumstances interfere with people’s choices. Together, these two can predict market share. The regression-based model is described and illustrated with data from a range of product categories and countries. The principal source of variation in this model is the relative share of the market leader; market leaders dominate partly because of barrier effects (or channel constraints). These barriers are of two kinds: `natural’ (e.g. shelf space limitations) and `market distorting’ (contracts, regulations etc.). If barrier effects are added to the relationship between attitudinal equity and market share, the non-linear shape of the curve (caused mainly by the market leader) can be transformed into a linear one of almost perfect correlation. This means that it becomes possible to estimate the likely revenue gain that a brand should get as a function of improvements in its attitudinal equity.
Score a bull’s-eye
Amy Syracuse, ANA Magazine, February 2007
Marketing has often been seen as the preserve of creatives working on instinct rather than calculation.
Marketing has often been seen as the preserve of creatives working on instinct rather than calculation. As the pressures on companies and brands increase, however, a more scientific approach may be required to gain an insight into consumers and establishing what their future desires may be. In this climate, the use of business intelligence software has grown, and it can aid marketers to understand their customers, campaigns and competitors.
How the performance score can simplify data
Michael Lieberman, Admap, December 2006, Issue 478, pp. 51-52
Michael Lieberman, president of Multivariate Solutions, explains how to calculate a performance index that can be used to simplify statistical data, and produce results that are easily understood and actionable.
Michael Lieberman, president of Multivariate Solutions, explains how to calculate a performance index that can be used to simplify statistical data, and produce results that are easily understood and actionable. Firstly he describes how the score/index is created, then illustrates two applications - one for an editor to choosing a front page, the other for a multiple retailer. Finally he suggests a graphic to present the results.
Getting your money's worth: virtual targeting
Michael Lieberman, Admap, January 2005, Issue 457, pp. 42-44
Michael Lieberman, founder and president of Multivariate Solutions, explains ‘virtual targeting’, a technique for building a profile from a primary database and testing it, before applying it to a larger database.
Michael Lieberman, founder and president of Multivariate Solutions, explains ‘virtual targeting’, a technique for building a profile from a primary database and testing it, before applying it to a larger database. The process identifies distinguishing characteristics of the target group, then builds a linear equation that can be applied to population to calculate individual scores. He uses the identification of swing-voters as his example.
Segmenting the burger market
Donna Kotronis and Michael Lieberman, Admap, March 2004, Issue 448, pp. 15-17
In this disguised case study Donna Kotronis, McCann-Erickson NY , and Michael Lieberman, Multivariate Solutions, describe how multivariate techniques can be used to exploit defined market segments.
In this disguised case study Donna Kotronis, McCann-Erickson NY , and Michael Lieberman, Multivariate Solutions, describe how multivariate techniques can be used to exploit defined market segments. They describe how, following market categorisation, regression techniques and quadrant analysis can help determine important brand attributes and weaknesses (in this case using existing data).
Does your brand have the energy to compete?
Andy Farr, Admap, April 1999
Describes the Millward Brown brand equity measurement system using BrandDynamics. The approach was applied to brands in over 50 categories in seven world markets, and resulted in the BRANDZ global equity database (some 3,500 brands).
Describes the Millward Brown brand equity measurement system using BrandDynamics. The approach was applied to brands in over 50 categories in seven world markets, and resulted in the BRANDZ global equity database (some 3,500 brands). The 5-level Brand Dynamics Pyramid is explained, and Brand Signatures (how well a brand `converts' people from one level to the next, compared against competition). From the database, eight different types of signature are identified (described, with examples). Strategic implications and appropriate questions are drawn for each of the 8 types. The signatures are validated against share gains/losses: the eight types are plotted on a map whose axes are brand presence and brand `voltage' (a one-number summary of the strength of a brand's signature); each brand can be scored for presence and voltage. Share change can be plotted on the same map, which provides validation. Spotting a decline in voltage before it becomes negative is a vital part of strategic planning.
Account Planning? Media Planning? Communications Planning?
Jayne Z Spittler and Geoff Wicken, Advertising Research Foundation Workshops, Accountability in Media, October 1998
As the involvement of media professionals in the overall communications process becomes greater, new tools and approaches toward target identification and media selection are being developed.
As the involvement of media professionals in the overall communications process becomes greater, new tools and approaches toward target identification and media selection are being developed. These assist media planners in developing sound strategies and executions that will deliver effective advertising exposures for their clients' brand messages. This paper addresses the use of Correspondence Mapping and Cluster Analysis as tools that raise existing syndicated databases to new strategic levels in targeting and relevant message placement. It also suggests how media behavior clusters can be used as successful 'psychographic' variables in target determination and description.
Monitoring advertising performance: Innovation in analytical techniques?
William Blyth, Admap, March 1986
Argues that, while data collection techniques have advanced considerably, analytical methods and models have hardly advanced at all.
Argues that, while data collection techniques have advanced considerably, analytical methods and models have hardly advanced at all. As a result we are facing a data explosion without the means to handle it. The reasons why we are still so poor at turning data into information are discussed: there are three main ones a) intractability of data processing, b) over-emphasis on aggregate models, c) lack of investment. Some ideas for the future are proposed: 1) consumer-led product field definition; 2) product positioning; 3)data enhancement; 4) conceptual modelling. From a paper given at the Campaign/Admap seminar: 'Monitoring Advertising Performance: a new generation of tracking studies', February 1986.
YOU ARE IN THE WARC INDEX:
Multivariate analysis and modelling
Choice and behaviour modelling
Demographic, socio-economic classification
Lifestyle and psychographics
Photo and video analysis
Qualitative and verbatim data
Simulation, agent-based modelling
Statistical data analysis
Technological solutions to data analysis
Customer Relationship Management
Databases and modelling
, your search results have been restricted to items that contain .
To search for
without automatic phrasing
(this will find items containing all the words in your search term, but not only as a phrase).
If you want to search for other exact phrases, simply put your terms in quotes. There is more about search on the
Our Content & Partners
Terms & Conditions
© 2013 Copyright and Database Rights owned by Warc