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Stuart O'Brien

Organisations wrestling with staggering levels of unknown, unused ‘dark data’
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Data quality has overtaken data security as the top driver of data governance initiatives, with 41% of those surveyed agreeing that their business decision-making relies fundamentally on trustworthy, quality data.

That’s according to a study undertaken by Quest Software, and the Enterprise Strategy Group (ESG), published in their 2022 State of Data Governance and Empowerment Report, which highlights the top challenges and innovations in data governance, data management and DataOps.

At the same time, however, 45% of IT leaders say that data quality is the biggest detractor from ROI in data governance efforts. While they recognise its importance, they’re struggling to improve the quality of their data, and thus the ability to strategically and maximally leverage data in practice.

“Business users at all technical levels have an edge when they have full visibility into, control over and confidence in their data,” said Patrick Nichols, CEO of Quest Software. “Trustworthy data and efficient data operations have never been more influential in determining the success or failure of business goals. When people lack access to high-quality data and the confidence and guidance to use it properly, it’s virtually impossible for them to reach their desired outcomes.”

The report also revealed that business leaders struggle not only to make sense of their data, but to locate it and use it in the first place, with 42% of survey respondents saying at least half of their data was “dark data” – retained by the organization, but unused, unmanageable and unfindable. An influx in dark data and a lack of data visibility often leads to downstream bottlenecks, impeding the accuracy and effectiveness of operational data.

“Businesses can’t utilize data, much less optimize it for the benefit of their organization, if they can’t actually see it,” said Nichols. “IT leaders must make data empowerment their first priority, enabling their organizations to leverage business intelligence, creating a single source of the truth to succeed in today’s data-driven world.”

While the challenges of data visibility and observability differ across industries, DataOps was overwhelmingly recognized as the primary solution to drive forward data empowerment. 9 in 10 people surveyed agreed that strengthening DataOps capabilities improves data quality, visibility and access issues across their businesses. The biggest opportunities to improve DataOps accuracy and efficiency lie in investing in automated technologies and deployment of time-saving tools, such as metadata management. Currently, only 37% of respondents describe their DataOps processes as automated, and a similarly small proportion report having automated data cataloging and mapping today (36% and 35% respectively).

“Today’s businesses are all but forced to be data-driven and evidence-based in their strategies, yet still face significant obstacles that prevent their people from being fully empowered to bring data to every decision,” said Mike Leone, senior analyst at Enterprise Strategy Group. “Organizations that invest in building a data-first culture – fueled by automation in DataOps processes, high-quality data, holistic governance, and enterprise-wide accessibility – to drive business success, will have the advantage.”

Download the full 2022 Quest State of Data Governance and Data Empowerment Report here.

DMA targets ‘micro-upskilling’ to tackle marketing skills shortage
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The current skills crisis will only worsen if the marketing and creative industries do not seek a culture change – towards continuous, structured learning.

That’s the view of the Data & Marketing Association (DMA), which says direction, support and structure are the essential building blocks of a learning culture yet are also often the main barriers to professional development.

For that reason, the DMA is advocating for what it calls ‘micro-upskilling’ as part of a new campaign.

It claims that with as little as one hour a week spent per employee to structured online learning and professional development, it’s possible to:-

  • Evolve skillsets and supercharge marketing output
  • Help businesses retain key talent
  • Give marketers the tools to grow what they know, enchancing CVs and allowing for the creation of better work

70% of professionals currently upskill less than an hour a week, according to a recent DMA poll.

DMA MD Rachel Aldighieri explains: “Our community needs to act now to help reduce creative, data and digital skills gaps and talent shortages seen across the UK’s digital economy. We want to futureproof the data-driven marketing industry and fuel economic growth by addressing the current skills crises. Micro-upskilling is one of the key solutions, with potential for short- and long-term benefits.

“A little and often mentality creates a habit that can fit around other responsibilities without damaging productivity – that’s important as technology evolves and professionals increasingly struggle to find the time to upskill.

Recent research found that 32% of UK employees changed jobs in last 12 months because their employer didn’t offer upskilling or training opportunities.

“The DMA is working with our community to introduce micro-upskilling as a key element of membership, to help marketing personnel enhance their skillsets and drive responsible business growth – We believe micro-upskilling will help to expand the digital and data-driven marketing skills of the current workforce,” added Aldigheirii.

However, this crisis isn’t just the responsibility of business leaders, says the DMA.

It is calling for the UK Government to deliver a more joined-up, unified National Data Strategy – to showcase the respected careers in marketing that talent with creative, data or digital skills can thrive in.

Contrary to the UK Government’s recent comments, which allude to a new campaign getting brands to reduce prices by cutting marketing budgets.

Why should businesses invest less time and resource in marketing when there is a skills crisis impacting the UK digital economy?

Aldigheirii said: “We’d like the UK Government, supported by industry bodies like the DMA, to take a more proactive role in upskilling and reskilling the nation with core creative, data and digital skills. Utilising government and industry initiatives such as apprenticeship and retraining schemes. We want to drive responsible growth through the professionalisation of our industry.”

The eTailing Summit is now the eCommerce Forum – Sign up today!
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Same great event, different name: Join the industry on February 7th 2023 to meet eCommerce solution providers for scheduled 1-2-1 meetings at the eCommerce Forum.

All we need to know is the time you are available, and how you’d like to attend, along with those you wish to meet.

To confirm your place, use our short online booking form.

LIVE in person @ Hilton London Canary Wharf

February 7th 2023

LIVE attendance – also includes seminars, networking with fellow eCommerce professionals, lunch and refreshments.

Past attending solution providers include:-

• Stripe
• Dotdigital
• TrueLayer
• Attentive Mobile Inc.
• Ometria
• HUMAN
• QueryClick
• RedEye
• Forter Solutions UK Ltd
• Fresh Relevance
• Netcore Cloud Private Limited
• RevLifter
• Products Up GmbH
• Metapack
• Eloquent Agency
• SaleCycle

Click here to register as a delegate today!

Customers expect personalisation ‘during every brand interaction’
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Customers expect personalisation during every brand interaction — but they don’t trust brands to keep their personal data secure and to use it responsibly.

That’s the dilemma companies everywhere are currently facing, according to new data from Twilio in its third annual State of Personalization Report 2022, which found that 62% of consumers expect personalisation.

Meanwhile, 49% will become repeat buyers if personalisation is offered. Yet only 40% of consumers say they trust brands to use their data responsibly and keep it safe.

Twilio’s report shows lack of trust is increasingly affecting consumer buying decisions: 60% of consumers say trustworthiness and transparency are the most important traits of a brand, up from 55% in 2021.

The personalisation vs. privacy paradox

Delivering personalised experiences requires personal data, so changing consumer attitudes towards sharing data online creates a paradox for businesses.

First-party data, or data collected directly from customers with their consent, is optimal for privacy. According to the Twilio report, 63% of consumers say they are fine with personalisation, as long as brands are using their own data and not data purchased or rented from third parties.

Consumer privacy a generational challenge — and an opportunity

Companies have long “rented” customer relationships from advertisers and social networks. These companies collect behaviour and demographic data and then resell it as targetable audiences. But sweeping privacy regulations — at both the government and corporate levels — are forcing companies to shift from renting to owning their customer relationships.

This pivot is not a simple one. Half of the companies Twilio surveyed said recent changes to data privacy regulations have made personalisation more difficult. But with Google set to join Firefox and Safari in banning third-party cookies by the end of 2023, the shift to first-party data is no longer optional.

Many companies are already responding to these changes in consumer preferences, regulations, and technology, with 43% of business leaders embracing first-party data because it provides better privacy for customers.

Data and technology hurdles to personalisation at scale

Technology remains a hurdle for many companies. Tech giants have fleets of data scientists and massive budgets to achieve personalisation at scale, but Twilio’s report shows the majority of businesses are still struggling to achieve omnichannel personalisation, despite 6 out of 10 respondents reporting increased investment in personalisation in 2022. The most common barriers include lack of technology, unclear ROI, lack of accurate data, and organisational impediments.

Technologies such as customer data platforms give businesses the tools they need to achieve compliance while managing first-party data for personalisation. Customer data platforms collect first-party data at every customer touchpoint to create a single, unified view of the customer. Business leaders are embracing such technologies, with 53% investing in better technology to manage customer data. These companies are equipped to build deeper customer relationships.

“This research points to how recent changes in data privacy regulations has made the personalisation imperative increasingly important and challenging, as customers are skeptical of how brands are handling their data”, said Samantha Richardson, Principal Visioneering Consultant, Twilio.

“With the end of third-party cookies coming to fruition next year, brands need to put a strategy in place to rebuild trust with consumers and move away from legacy advertising approaches towards a more authentic kind of engagement. Using consensually offered first party data and applying that to learn who your customer is and what they really want is a critical first step here. It’s no longer about retargeting someone who has just bought a product with several other, similar items. Customer data platforms can uncover meaningful insights that will help build genuine customer-first relationships  – and moving in this direction now is about when, not if.”

Twilio’s State of Personalisation Report is based on two surveys conducted by Method Communications between April and May 2022. A consumer survey targeted adults who purchased something online in the past six months. A business survey targeted B2B and B2C business managers and above who are familiar with their company’s customer experience, marketingtech, or customer data strategies. There were a total of 3,450 respondents from Australia, Brazil, Colombia, France, Germany, Italy, Japan, Mexico, Singapore, Spain, United Kingdom and United States, with a minimum of 250 respondents from each country.

The full report can be downloaded here.

Why understanding customers’ delivery personas is key to e-commerce excellence
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Consumer online shopping behaviour has changed for good – and retailers need to take note. While ecommerce demand overall has increased, consumers are now far more sophisticated, demanding and have different expectations from their delivery experience.

Indeed, when it comes to what constitutes a good experience, one size does not fit all. Expectations vary greatly, influenced by product value and age group – and they extend across the entire buying experience, from purchase through delivery to unboxing and returns.

Fulfilment, delivery capability and performance are a critical part of the brand experience and under greater consumer scrutiny than ever before. Retailers need to address fast emerging delivery personas, embrace millennials’ concerns regarding the environment and at the same time the over 55s’ desire for convenience.

Retailers are aware of the impact on delivery performance created by driver shortages, but how many are considering the long-term implications for brand value and future customer loyalty, questions Andrew Tavener, Head of Fleet Marketing, EMEA, Descartes…

Avoid Complacency – Delivery is not Satisfactory

With ecommerce now a fundamental driver of overall retail sales, it is vital to identify and address any issues or concerns that may prevent consumer purchase. In January ’22, Descartes commissioned research to understand consumers’ online purchasing across Europe and North America to understand how the quality of the experience affects consumer perception.

Retailers should be extremely concerned to discover that negative delivery factors were cited by one in five respondents, with three in four citing at least one delivery problem in the prior three month period. The primary complaint was that deliveries were not environmentally friendly (20%), deliveries were not reliable (19%), bad delivery experience (19%) and dissatisfaction with the delivery experience (16%). The younger generation, in particular, is far more concerned about the environmental impact of deliveries – cited by 26% of 18 to 24 year olds, compared to 11% of those aged over 65.

So what is going wrong? Why are retailer delivery models failing to meet expectations and satisfy customers? It is impossible to ignore the combination of dramatically increased delivery volumes and shortage of drivers across all modes of transport. The pandemic caused more people to buy online, while at the same time chasing drivers from the transportation industry, leaving retailers scrambling to find ways to get their goods to consumers and do it with consistently high service.

Yet while delivery options become ever more challenging for retailers, customer expectations of the experience continue to rise. The more online purchases consumers make, the more chance they have of being exposed to the full gamut of delivery experience. And there is no doubt that some companies are really pushing the boundaries of the entire online experience, from a beautiful presentation that provides an exciting unboxing moment, through great tracking, with continuous, accurate updates, and simple returns processes. These companies have raised the bar – and set new consumer expectations.

Challenge Conventional Thinking – Understand Delivery Personas

Innovative thinking is required to safeguard profitability. Common thinking is that all consumers want their goods delivered as quickly as possible. Nothing could be further from the truth. Some consumers are happy to have all their orders delivered on a certain day if it helps the environment – which may also be the lowest cost option if that is a brand value the retailer wants to emphasise. Others may be happier paying extra for a specific time slot delivery; this is particularly the case for the over 55s, for whom the convenience of home delivery is a significant factor – and they may have the financial capital to afford the extra cost. This is why it is critical to understand the delivery personas of their customer base.

Indeed, there is one factor that could derail the continued growth of online sales – consumer perception about the environmental impact of home delivery. Almost a quarter (24%) of all consumers will think twice about ordering groceries online due to the environmental impact, and 20% restaurant food.

Overall, 65% of consumers will consider the environment when making an order. However, this rises to 85% of those aged 18-24, and 75% of 25 to 34 year olds, demonstrating very clearly the expectations of younger individuals.

In addition, customers are open to new ways of receiving goods. Almost two thirds (64%) are interested in combining orders into a single delivery at the end of the week (rising to 70% of 18-24s); while 63% would be interested in combining all their orders over a period for a single delivery when there are multiple deliveries in their area. Almost a half (48%) would pay for faster delivery (57% in urban areas) and 45% would be prepared to pay for a more convenient time (55% in urban areas), providing retailers with a chance to use delivery as an incremental revenue stream, significantly reducing or, in some cases, offsetting the high cost of home delivery.

For retailers, consumers’ growing green expectations are not just one more pressure in an already challenging market – this is a real opportunity. Many retailers have sustainability strategies – but how well is that message shared with customers? Does it incorporate the delivery model? Is that embedded into the routine ecommerce offer?

Conclusion 

Overall, ecommerce and home delivery is a positive story, but with clear warnings for retailers. Complacency with current home delivery performance is not an option for success. Yes, home delivery is an expensive proposition, but with the right strategies and superior execution it is a competitive differentiator and revenue generator for retailers – even for the most mundane products. The ability to understand the delivery personas of customers and tailor delivery options to meet them is the key to a happier customer and better top and bottom line.

The delivery capacity crunch, combined with increased complexity and concern over environmental impact, means retailers must rethink their delivery strategies. This requires a unifying technology strategy that helps to ensure consistent execution and delivery visibility for the customer. Retailers should consider this as an opportunity to engage consumers, while simultaneously helping the environment and reducing the cost of home delivery.

The metaverse gimmick and the forgotten value of video 
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The metaverse and Virtual Reality (VR) has had the weight of a number of large big technology companies behind it in the last year; spearheaded by the likes of Apple, Facebook, and Microsoft. Not only did we see its proliferation increase substantially over the pandemic, but the hype has yet to deter, particularly with speculation around products such as Apple’s RealityOS and its AR/VR Headset.

That said, the technology itself, particularly within enterprise systems, has been relatively slow in its adoption. This is because immersive content is more resource-intensive and therefore more expensive to develop, which in-turn creates quite the barrier amongst smaller companies. 

Amongst all of the upward trajectory surrounding the metaverse, it’s easy for early-stage companies to get swept up in the overwhelm and believe that they need to incorporate this into their strategies. What’s needed, however, is a return to implementable video marketing models, and a refined strategy incorporating the value of  video and immersive technology, before companies even begin to utter the word “metaverse” as a potential revenue stream. Guy Parry-Williams, Founder of Imedia8 explores this further…

The metaverse of madness

The metaverse is by no-means a new concept. In fact, it has existed since the first iterations of the 3D internet in the latter part of the 20th Century and early 2000s. However, it has developed substantially in recent years, as charged by the entertainment industry in a bid to make gaming and consumer experiences more immersive. Sitting at the intersection between technological developments and consumer experiences however, lies the issue of hype.

Over-hyping has been a long-standing issue in the tech industry. Major players and media outlets have a combined tendency to take something and transform it into a buzzword, which is louder and more overbearing than the real innovation at the crux of immersive technology.

This has happened to VR to an extent. The global AR and VR market is expected to grow to $209.2 billion this year, but the risk here is that it will be consigned to the drawer marked “gimmick” if teams do not focus on providing the end-user with a truly new experience that is of value to them. VR for the sake of VR does the industry no favours, but when the real benefits can be identified, it will prove to be ground-breaking.

VR is a profitable, but the adage “walk before you can run” rings true

In the case of corporations and enterprise, the metaverse and VR is significantly more challenging to implement, because you’re working less on the basis of entertainment and more in the bustle of protocols and efficiency.

Being able to operate and monetise VR is also incredibly tricky at a lower level because the software solutions which allow VR content to play are fairly limited compared to standard video. Additionally, the option to play 360 VR content outside of using YouTube is restricted, so it’s near-impossible for startups or SMEs to supercharge an in-house VR or metaverse strategy.

That said, it’s not impossible to create an impactful, well-rounded video and VR strategy that gives startups and enterprises the competitive advantage. The metaverse and VR can work within business’ processes, but not without understanding how to get there first. If companies opt to join the metaverse minefield before focussing on a holistic approach when it comes to the possibilities of video, they may be at a disadvantage when it comes to unlocking the future of VR’s potential.

Recognising the value of video

Video marketing was experiencing an upward trajectory before the pandemic, but its inception was certainly a catalyst in many businesses recognising its value. For instance, many companies had to pivot during this time, from somewhat traditional marketing methods to ones which adopted a video-focussed, digital-first approach.

For some, this also included adopting a variety of innovative video strategies that incorporated VR and broadcasting so that their services could still be rolled out during a time where audiences all moved online. The result was ultimately their survival – and, beyond this, they’ve been able to move past this to now grow, adapt and ultimately keep ahead of the competition. However, whilst video marketing is becoming increasingly prolific, this poses more challenges: with many businesses adopting such a strategy, cutting through the noise becomes difficult. So, being able to exhibit a video marketing procedure, but doing so in such a way that aligns with a business’ core values and highlights its USPs, is fundamental.

Ultimately, video content is a complex beast: but when it’s done right, it not only supercharges corporate marketing strategies, but it’s also impactful in terms of revenue, too. Then, once this has been mastered and profitable, companies can look at what the metaverse means to them.

95% of businesses fear recession, will likely cut marketing budgets
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As central banks around the globe ramp up interest rates in a bid to curb inflation, many businesses fear an oncoming recession. But as they look to protect themselves from the worst effects of a potential recession, it’s clear that many haven’t learned from the past and will cut sales and marketing budgets.

Those are the headline findings from the latest International Business Barometer report from Sapio Research. Titled, “Wave 6: Preparing for a Recession?”, the report shows that some 95% of businesses around the globe are concerned about a potential recession.

Those concerns, however, aren’t equally spread. In the US, 45% of businesses are highly concerned about a recession, compared with just 11% in Germany.

Just over a fifth of businesses (22%), meanwhile, are already being affected by the current economic uncertainty. Again, these effects aren’t equally spread. Japan and the US are faring worse, with 28% of businesses in those countries already feeling the pinch. Globally, the percentage of affected companies is expected to rise to 42% by the end of the year.

The research also shows, however, that the responses to any recession are likely to be as misguided as they’ve been in the past.

“While many companies say that their top mitigation strategy will be ramping up sales and marketing activities, most are still likely to bite the hand that feeds them,” said Jane Hales, Managing Partner, Sapio Research. “The highest proportion of potential redundancies are set to be made in crucial areas such as sales and communications.”

Additionally, half of businesses anticipate cutting discretionary marketing spend (such as PR, events, advertising, and sponsorship) over the next 12 months. At present, just six percent of companies are cutting marketing budgets.

With the world’s advertising leaders currently gathered in Cannes for the annual Cannes Lions International Festival of Creativity, that’s hardly likely to come as welcome news. Nor is the fact that many business leaders question the effectiveness of advertising as an influencing channel.

“Globally, social media and paid social media are significantly more valued marketing channels for driving retention and drive growth than advertising, particularly in the US,” said Hales. “The UK is the only country that values the two channels equally.”

At least some business leaders, however, view any potential recession as an opportunity. In the US, for example, some 37% plan to use it to and the promise of more captive audiences as an opportunity and plan to increase their marketing spend.

This may ultimately be the better approach.

“Companies that cut their marketing budgets due to recession not only make it harder to retain customers but also to bring back new and existing customers once economic growth returns,” Hales concludes. “They also leave themselves more vulnerable in the event of a PR crisis that puts the organisation at risk, something that 41% of US organisations experienced post-COVID-19. It would be a shame if they chose to forgo the lessons learned during the pandemic and put themselves at risk again.”

The report will be released online 1 July 2022 and will be available for download here https://sapioresearch.com/international-business-barometer#

Do you specialise in Web Analytics? We want to hear from you!
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Each month on Digital Marketing Briefing we’re shining the spotlight on different parts of the print and marketing sectors – and in July we’ll be focussing on Web Analytics solutions. It’s all part of our ‘Recommended’ editorial feature, designed to help marketing industry professionals find the best products and services available today. So, if you specialise in Web Analyticsand would like to be included as part of this exciting new shop window, we’d love to hear from you – for more info, contact Clair Wyld on c.wyld@forumevents.co.uk. Here’s our features list in full:- July – Web Analytics Aug – Conversion Rate Optimisation Sept – Digital Signage Oct – Brochure Printing Nov – Creative & Design Dec – Online Strategy

Have Brits forgotten what it means to be truly happy? And what does it mean for brands?
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People want brands to make them smile and laugh, but business leaders fear using humour in customer interactions according to a new research report from Oracle Fusion Cloud Customer Experience (CX) and Gretchen Rubin, five-time New York Times bestselling author and podcaster.

The Happiness Report includes insights from more than 12,000 consumers and business leaders across 14 countries and found that people are searching for new experiences to make them smile and laugh and will reward brands that embrace humour with loyalty, advocacy, and repeat purchases, and walk away from those that don’t.

For the UK specifically, the research found that nearly half of Brits (49%) have not felt true happiness in two years. Similarly to others around the world, 88% are looking for new experiences to make them laugh and smile – in fact, Brits are prioritising experiences (61%) compared to the global average of 53% to try and make themselves happy.

For brands looking to interact with UK citizens there is a similar story to that globally, with 90% of people in the UK wanting a brand to be funny. However, the key difference is that Brits seem far less likely to cancel a brand (31%) compared to those globally (45%), which is echoed by UK business leaders who are 21% less likely to be scared of using humour in customer interactions than their global counterparts.

People are searching for happiness in new ways and are willing to pay a premium 

It has been more than two years since many people last felt true happiness and they are searching for ways to be happy again, no matter the cost.

  • 45 percent of people have not felt true happiness for more than two years and 25 percent don’t know, or have forgotten, what it means to feel truly happy.
  • 88 percent are looking for new experiences to make them smile and laugh. People are prioritising health (80 percent), personal connections (79 percent), and experiences (53 percent) to gain happiness.
  • More than half (53 percent) wish money could buy happiness, with 78 percent willing to pay a premium for true happiness.
  • 89 percent attempted to find happiness in online shopping during the pandemic and while 47 percent said that receiving packages made them happy, 12 percent struggled to remember the purchases they had made online.

Advertising, marketing, sales, and customer service interactions need to change 

People want brands to make them smile and laugh, but business leaders admit their brands rarely use humour to engage with customers.

  • 78 percent of people believe brands can do more to deliver happiness to their customers and 91 percent said they preferred brands to be funny; this number increased among Gen Z (94 percent) and Millennials (94 percent).
  • 90 percent are more likely to remember ads that are funny, yet business leaders said that only 20 percent of their brands’ offline ads (TV, billboards) and 18 percent of their online ads actively use humour.
  • 77 percent of people are more likely to buy from a salesperson that is funny, yet only 16 percent of business leaders said that their brands use humour to sell.
  • 75 percent of people would follow a brand if it’s funny on its social media channels, yet only 15 percent of business leaders said their brand is humorous on social.
  • 69 percent of people would open an email from a brand if the subject line were funnier, yet only 24 percent of business leaders said they actively use humour in email marketing campaigns.
  • 68 percent would prefer to engage with a chatbot/digital assistant that is funny, yet only 27 percent of business leaders said their brands actively incorporate humour into bot communications.

Smiles and laughter pay dividends, but business leaders are afraid to joke around 

People will reward brands that embrace humour with loyalty, advocacy, and repeat purchases and will walk away from those that don’t.

  • 48 percent of people don’t believe they have a relationship with a brand unless it makes them smile or laugh and 41 percent would walk away from a brand if it didn’t make them laugh or smile regularly.
  • If a brand uses humour, people are more likely to buy from the brand again (80 percent), recommend the brand to family and friends (80 percent), choose the brand over the competition (72 percent), and spend more with a brand (63 percent).
  • 89 percent of business leaders see the opportunity to use humour to enhance the customer experience and believe that their brand can do more to make customers laugh or smile.
  • 95 percent of business leaders fear using humour in customer interactions.
  • 85 percent of business leaders state that they do not have the data insights or tools to successfully deliver humour. Business leaders would be more confident using humour when engaging with customers if they had better customer visibility (55 percent) and access to advanced technologies like artificial intelligence (32 percent).

“We’ve all been through some very tough years, and around the world, we’re short on happiness. We’re starved for experiences that make us smile and laugh, and brands can help,” said Gretchen Rubin, five-time New York Times bestselling author and podcaster. “For brands aiming to contribute to the happiness of their target audience, the process starts with data and knowing your customers. Only then can you bring the appropriate mix of humour, personality, and brand experience that will drive loyalty and brand advocacy.”

“The customer experience continues to evolve, but at the end of the day, it all comes down to one thing: Making the customer happy,” said Rob Tarkoff, executive vice president and general manager, Oracle Fusion Cloud Customer Experience (CX). “There are many different factors that go into creating happy customers and in this research, we decided to examine humour as it is one of the most nuanced. As the results show, most business leaders want to make consumers laugh more and understand it’s a critical part of establishing a true relationship. To be successful, brands need to put data at the heart of their customer experience strategy.”

Learn more about this global report here.

Shockingly Good: The 5 most controversial marketing campaigns according to social media
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 As women’s health brand Elvie recently ‘broke the internet’ with their provocative 2022 campaign normalising women’s incontinence in sport, print marketing and branding experts Solopress have investigated the top 5 campaigns of the last decade that stirred up the social sphere…

 Key Findings:

  • 94% of those surveyed by Always agree that their #LikeAGirl campaign encouraged girls to be more confident and 70% of women and 60% of men claimed that the video changed their perception of the phrase ‘like a girl’.
  • #LikeAGirl received over 1100 earned-media placements and 4.4 billion impressions in the first three months of launching the campaign with its positive sentiment reaching 96%.
  • Gillette’s #TheBestAManCanBe campaign earned 3 million views on YouTube, 203k retweets and 513.3k likes on Twitter and was received positively overall. It encouraged 65% more purchase intent.
  • Elvie’s Leaks Happen campaign stirred up conversations around the world regarding incontinence in women, with content attached to #LeaksHappen receiving 2.9 million views on TikTok.
  • Searches for ‘Elvie Trainer review’ have increased by 60% and searches for ‘Elvie Curve’ (two of the brand’s key products) have increased by 70% according to Google Trends since the campaign’s launch.
  • Weetabix’s Beanz on Bix campaign instantly blew up on social media, gaining 36.3k retweets, 68.8k quoted tweets and over 130k likes on Twitter.
  • KFC pursued print advertising with their ‘FCK’ advert which resulted in 700 press articles and TV discussions, reaching a combined audience of 797 million globally.

The world of marketing has graced us with countless unforgettable (albeit controversial) campaigns over the past decade spanning a range of industries, from fast food to male grooming and women’s health.

Recently, women’s health brand Elvie sparked a wide online response with their March 2022 billboard campaign. The unique out-of-home advert depicted a woman squatting and lifting weights complete with liquid to portray urination and raise awareness of women’s incontinence.

But which ‘controversial’ marketing campaigns broke through the noise and caught the public’s attention the most within the 2000s and how many garnered business success as a result?

Print marketing and branding experts Solopress have analysed the top 5 most controversial marketing campaigns according to social media to reveal which campaigns leveraged shock value to their advantage.

The 5 Most Controversial Marketing Campaigns of the Decade

  1. Always #LikeAGirl
  • 70million views on YouTube
  • 5million views on TikTok
  • 10,62 likes on Twitter
  • 814 retweets on Twitter
  1. Gillette #TheBestMenCanBe
  • 4million views on YouTube (via Guardian News)
  • 203k retweets on Twitter
  • 3k quoted tweets on Twitter
  • 3k likes on Twitter
  • 11,752 likes on Instagram
  • 1k likes on Facebook
  1. Elvie Leaks Happen
  • 3million views on TikTok
  • 9k views on YouTube
  1. Weetabix, Beanz on Bix
  • 3k retweets on Twitter
  • 8k quoted tweets on Twitter
  • 130k likes on Twitter
  • 1,839 likes on Instagram
  1. KFC FCK
  • Reached a global audience of 797 million
  • 814 likes on Twitter
  • 428 retweets on Twitter
  • 114 quoted tweets on Twitter
  • 700 press articles and TV discussions
  1. Always #LikeAGirl – 2015

Feminine hygiene brand Always’ unforgettable campaign #LikeAGirl managed to successfully subvert gender stereotypes and redefine what it means to do something ‘like a girl’.

With the aim of reconnecting with their young consumer base (16-24-year-olds) to ensure brand loyalty, Always’ short video advert depicts a casting call with young women, men, boys and girls being asked to pretend to run, fight and throw like a girl.

Whist women, men and boys chose to act out stereotypes and mock the way in which women would do these things, pre-pubescent girls provided a powerful response in that they pretended to complete these actions with pride and confidence.

The insight resonated with Always’ viewership, with 94% agreeing that the campaign has encouraged girls to be more confident and 70% of women and 60% of men claiming that the video changed their perception of the phrase ‘like a girl’.

Always received over 1100 earned-media placements and 4.4 billion impressions in the first three months of launching the now renowned campaign.

They did this by taking a derogatory phrase that supports the negative, misguided representation of women ‘not being good enough’ and making it a symbol of female empowerment via social media with the hashtag #LikeAGirl.

Positive sentiment also reached 96% within three months, purchase intent increased by more than 50% among the target audience and 177,000 #LikeAGirl tweets were posted including tweets from celebrities such as Gloria Steinem and George Takei as a result of the thought-provoking advert.

In terms of social reach and engagement, the initial video advert garnered over 70million views on YouTube and 8.7k views on Facebook, making it to Solopress’ top spot in the best controversial campaigns list.

This unique campaign, including a YouTube video advert, paid Facebook and Twitter posts, paid reach, and influencer outreach, demonstrates the benefit of harnessing brand values to encourage positive social change and ultimately helping specific audiences to feel both seen and supported.

#LikeAGirl still has relevancy today despite being released in 2015, with posts connected to the hashtag receiving 20.5million views on TikTok.

  1. Gillette #TheBestMenCanBe – 2019

Another provocative hashtag-led campaign that got thousands on social media talking was Gillette’s 2019 campaign #TheBestMenCanBe.

The video-based social media campaign was created in the wake of #MeToo and aimed to challenge traditional male stereotypes and encourage positive behaviour.

It disregarded the brand’s shaving products and instead addressed themes of toxic masculinity, misogyny and sexual harassment.

Gillette’s video showed various situations involving boys and men, from men making derogatory comments toward women to young boys fighting each other, intending to encourage others to make better choices.

The divisive advert sparked serious debate with some viewers applauding the brand’s stance on this social issue and others viewing the ad as an attack on men.

Among the negative responses was a tweet from Piers Morgan accusing the brand of virtue-signalling “I’ve used @Gillette razors my entire adult life but this absurd virtue-signalling PC guff may drive me away to a company less eager to fuel the current pathetic global assault on masculinity”.

Other responses saw the campaign as a catalyst for positive change with one Twitter user writing “Thank you, Gillette, for standing out and keeping the conversation going” and another stating “I don’t even use Gillette but I may start using it after this…great job, great message, great delivery.”

Although opinions were divided on the campaign, which immediately went viral and now has 3 million views on YouTube, overall, it seems that feedback was positive encouraging 65% more purchase intent.

The original post gained 203k retweets, 76.3k quoted tweets and a staggering 513.3k likes on Twitter, revealing how powerful brand campaigns that tackle social issues can be.

However, given the backlash received around a razor company attempting to virtue-signal, it’s important for brands to consider whether they have the authority to make comments in these areas and whether the end goal of the campaign justifies the means.

  1. Elvie – Leaks Happen 2022

Following the brand’s TikTok video of a woman squatting with weights and accidentally peeing being flagged by the platform as ‘graphic’, women’s health brand Elvie launched a 20ft ‘peeing’ billboard to confront the taboo of urinary incontinence and clap back at social media censorship around the widespread issue.

The brand found that 84% of women experience incontinence in the UK and 1 in 3 experience the issue globally which led to them encouraging women to speak out about the issue.

Featuring the Elvie Trainer product, the #LeaksHappen campaign showed a 28-year old mum of two, Megan Burns experiencing a leak whilst working out, represented by real water coming from the London-based billboard.

The brand aimed to empower and enable women to ‘achieve everything their bodies are capable of’.

Since the launch of the campaign, the brand’s behind the scenes video of installing the billboard has received 1.9k views and content attached to #LeaksHappen has received 3million views on TikTok.

In terms of marketing, the widespread discussion on the topic of urinary incontinence indicates success.

When it comes to business success, the efforts of the campaign proved to be hugely valuable with search popularity for ‘Elvie Trainer review’ increasing by 60% since the billboard’s launch according to Google Trends and search popularity for ‘Elvie Curve’, another product in the Elvie range, increasing by 70%.

This innovative, head-turning billboard and social media campaign is an excellent example of a brand creating a purpose-led campaign centred on an important women’s health issue relevant to their brand values and product offering.

The campaign utilised shock value to its advantage, thus creating a relevant, timely and impactful message that led to increased brand visibility.

The campaign also demonstrated the power of utilising physical branding such as out of home advertising in 2022 to make a powerful statement and bring your brand to the forefront.

  1. Weetabix Beanz on Bix – 2021

The infamous Weetabix Beanz on Bix campaign that achieved ‘meme’ status won’t be forgotten in a hurry.

The campaign unfolded with a viral image of a breakfast like no other; Weetabix covered in Heinz Baked Beans, much to the horror of social media users everywhere.

Playing on the typical ‘food inspo’ style of Weetabix posts but with a controversial twist, the social media campaign garnered a phenomenal response with an onslaught of other brands responding on Twitter.

Ford declared “Just because you can doesn’t mean you should” with an image of beans all over the boot of a car.

Specsavers, who in typical fashion brought more humour to the Twittersphere by stating “If you can’t beat them, join them” accompanied by an image of two pairs of glasses covered in beans.

The saga continued with the NHS commenting “This tweet should come with a health warning” in response to the Weetabix image, indicating the widespread impact of the tongue in cheek campaign.

Weetabix’s original post on Twitter instantly blew up during what was a difficult time for many dealing with the repercussions of Covid-19, gaining 36.3k retweets, 68.8k quoted tweets and over 130k likes.

Additionally, the Instagram post of the questionable image gained 1,839 likes, demonstrating the level of engagement a simple creative campaign such as this can achieve.

The timeliness of the campaign was another factor that no doubt contributed to its success.

It came out six weeks into a national lockdown where audiences were looking for humour and comfort, emphasising the importance of appropriate timing when it comes to controversial campaigns.

  1. KFC FCK – 2018

This iconic print campaign from KFC covered a full-page ad in multiple news publications including Metro and The Sun in an attempt to apologise for their chicken shortage in February 2018 and mitigate damage to the brand.

The ad shows an empty chicken bucket with FCK replacing the KFC branding on the front, much to the appreciation of many social media users who loved the strategic humour.

The advert included an apology for the fact that hundreds of stores had to close throughout the UK as a result of issues with their new chicken supplier DHL.

Brandwatch data also revealed that on 21 February alone there were 53,000 mentions of KFC running out of chicken, associated with hashtags such as “#ChickenCrisis” and “#KFCCrisis”.

YouGov’s BrandIndex also revealed that KFC’s ‘buzz score’ measuring positive and negative sentiments dropped by20 points to -24.

However, the brand managed to avoid long term impacts, with purchase consideration metrics unchanged by the debacle.

KFC chose to pursue print advertising as they believed that this utilises higher trust metrics than social media.

The advert resulted in 700 press articles and TV discussions, reaching a combined audience of 797 million globally.

Within three months, 219 million social media users were also exposed to the branded image with the witty anagram, thus the campaign had achieved a reach of over one billion from its single print ad, leveraging only ‘humility, humour and honesty’.

In fact, the tweeted advert encouraged 428 retweets, 114 quoted tweets and gained 814 likes.

The recovery of the brand during the crisis was evident in the brand impression score among consumers dropping from 57 to 49 in the first few days and then increasing to 51 according to YouGov’s BrandIndex findings.

This simple yet effective ad is a prime example of a brand being proactive in the face of a PR disaster by responding in a very ‘human’ way, which ultimately prevented further damage to the brand’s reputation.

Assessing Controversial Marketing Success

As we know, marketing success is measured in different ways using a variety of metrics depending on a brand’s objectives.

Sometimes, in the case of KFC, success looks like mitigating severe brand damage..

Sometimes it can be an impactful campaign video reaching viral status, sparking meaningful discussions and improving a brand’s visibility like the case of Always’ #LikeAGirl campaign.

Solopress’ list highlights some crucial rules to achieving success with controversial campaigns however, such as ensuring the time is right and the tone is appropriate to avoid the advert causing a social media storm or falling on deaf ears.

Also noteworthy is the continued value of print media when it comes to getting a dialogue going, as we see in the Elvie billboard and light-hearted KFC print advert, which successfully used physical print alongside hashtags to drive social media conversation.