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SBP 223: The Sharp Cut - Brand Awareness Is The Wrong Metric · Sleeping Barber - A Marketing Podcast

• 0:00
  SPEAKER_00: Welcome to the Sleeping Baba podcast.
• 0:02
  SPEAKER_00: Welcome back to the Sharp Cut.
• 0:05
  SPEAKER_00: I'm Mark.
• 0:07
  SPEAKER_00: And I'm V.
• 0:08
  SPEAKER_00: And today we're cutting up a metric.
• 0:10
  unknown: Ooh.
• 0:12
  SPEAKER_00: One of the most reported metrics in marketing, I would argue be.
• 0:16
  SPEAKER_01: Um this one shows up in almost every brand tracking report if people use them.
• 0:23
  SPEAKER_01: And they don't always.
• 0:26
  SPEAKER_01: But definitely every board deck when you are reporting brand tracking and every agency review, it's certainly, almost certainly misleading you.
• 0:35
  SPEAKER_00: Can I get a drum roll, please?
• 0:40
  SPEAKER_00: It's brand awareness.
• 0:42
  SPEAKER_00: Also, my motor boat sound.
• 0:45
  SPEAKER_00: Mark's the only person I know that does a drum roll with his mouth instead of just like tapping the desk like everybody else.
• 0:55
  SPEAKER_01: Anyways.
• 0:56
  SPEAKER_01: Brand awareness.
• 0:57
  SPEAKER_01: Brand awareness.
• 0:58
  SPEAKER_01: And so before anybody turns this off, we're not saying awareness doesn't matter at all.
• 1:04
  SPEAKER_01: Um I think it really genuinely is an imprecise unit of measurement.
• 1:11
  SPEAKER_01: And I do think there is a better one.
• 1:13
  SPEAKER_01: And the better one happens to be the first audience framework that your sales team, your product team, and your CEO can actually contribute to.
• 1:22
  SPEAKER_00: Yeah, and that's a sharp cut today.
• 1:24
  SPEAKER_00: And it connects to a conversation that I had with my own team recently.
• 1:28
  SPEAKER_00: Shout out to you, Maddie.
• 1:29
  SPEAKER_00: Um, and I want to come back to that because the moment I stopped talking about targeting audiences and start talking about buying situations, you could feel that there was this change in perception that was really important.
• 1:42
  SPEAKER_00: It was a it was a nice unlock.
• 1:44
  SPEAKER_01: And for me, the distinction that kicked us off really was um with uh Barenberg-Bassin's student, no surprise.
• 1:52
  SPEAKER_01: Um uh on our earlier episode with Byron, um, episode 215, he made a point that's been sitting with me ever since that the mental availability is not awareness.
• 2:04
  SPEAKER_01: Yeah.
• 2:04
  SPEAKER_01: Uh, how about you walk us through that, Mark?
• 2:06
  SPEAKER_01: Yeah, and I know you had a great post on LinkedIn about this too, V, but um awareness is a single cue.
• 2:13
  SPEAKER_01: So have you heard of brand X or which brand comes to mind first?
• 2:18
  SPEAKER_01: Um, or do you remember this brand?
• 2:21
  SPEAKER_01: It tells you whether brand name is stored somewhere in someone's head, and so that is really what it means.
• 2:27
  SPEAKER_01: Yeah, the idea of mental availability is a multi-cue trigger.
• 2:32
  SPEAKER_01: So it's whether the brand comes to mind across a range of specific buying situations.
• 2:37
  SPEAKER_01: So, for example, you're on the road and you need something fast, you're entertaining kids and need somewhere easy to go, you're feeling like a treat on a Friday afternoon.
• 2:46
  SPEAKER_01: And so it's really whether those the brand recall happens in those specific moments.
• 2:53
  SPEAKER_01: Right.
• 2:53
  SPEAKER_01: Because that's the question that awareness doesn't answer.
• 2:57
  SPEAKER_00: And Sharp's framing on this was stark.
• 2:59
  SPEAKER_00: Your brand can be on the shelf and not be seen.
• 3:02
  SPEAKER_00: You can have 80% awareness and still be what he called a ghost brand, known but never retrieved when someone is actually in a buying moment.
• 3:12
  SPEAKER_01: Yeah, that the term that he and Jenny Romanick originally used was brand salience, and and he said to us that it's a hard turn to really term to really understand because not everybody gets it.
• 3:24
  SPEAKER_01: They they map it specifically to awareness.
• 3:27
  SPEAKER_01: But what he actually meant, as he told us, was the propensity for the brand to be noticed and recognized or thought of in those different buying situations.
• 3:34
  SPEAKER_01: So the term salience means a lot more than awareness, but that's the the challenge that we have with the language sometimes.
• 3:41
  SPEAKER_01: And it's a completely different measurement problem.
• 3:43
  SPEAKER_01: So, what do you actually measure then instead?
• 3:46
  SPEAKER_01: Well, I'm glad you asked, Fee.
• 3:50
  SPEAKER_01: And for anybody that's uh want to look this up, there's a really great uh visual that the Ehrenberg Bass Institute's put on.
• 3:57
  SPEAKER_01: So mental penetration, so which is the percentage of buyers who link your brand to at least one buying situation.
• 4:06
  SPEAKER_01: So that's one network size, the average number of situations the average buyer links to you.
• 4:11
  SPEAKER_01: And then mental market share, which is your situation linkages relative to competitors.
• 4:19
  SPEAKER_01: And so each one tells you something a little bit different.
• 4:21
  SPEAKER_01: The penetration tells you that you're that your reach into buying moments.
• 4:25
  SPEAKER_01: The network size tells you your depth, and then mental market share tells you who's winning the buying moment when it counts.
• 4:32
  SPEAKER_00: And here's what's uncomfortable about all this almost no standard brand tracker measures any of those three things.
• 4:38
  SPEAKER_00: They measure unaided awareness, they measure consideration, sometimes intent, all of which are full funnel, are funnel-shaped, sorry, all of which are funnel-shaped proxies for something that isn't actually funnel-shaped.
• 4:52
  SPEAKER_00: Yeah.
• 4:53
  SPEAKER_01: And I think the reason that it matters practically is that you can run a brand campaign and watch your awareness score go from, say, 60 to 71%, and then report that you're winning.
• 5:05
  SPEAKER_00: Yeah.
• 5:06
  SPEAKER_01: Um, and but not really have really any idea whether the brand is actually being retrieved in more buying situations than it was before.
• 5:14
  SPEAKER_01: And so that's the part where I think the metric and the outcome are disconnected.
• 5:19
  SPEAKER_00: Which brings us, which brings us to what you actually should be building instead.
• 5:24
  SPEAKER_00: And I think this is where category entry points get undersold because they're doing three things at once.
• 5:30
  SPEAKER_00: They give you a better planning framework than personas do, they give you a sharper targeting strategy, and they give you a measurement metric that actually predicts growth.
• 5:40
  SPEAKER_01: Yeah.
• 5:41
  SPEAKER_01: The CEPs are the specific moments, uh, situations, and the needs that prompt someone to consider products in the category.
• 5:50
  SPEAKER_01: Not who they are, like the persona.
• 5:52
  SPEAKER_01: It's when and why they enter the category buying situation.
• 5:55
  SPEAKER_01: So a long day and you need a drink, a birthday where someone mentions their energy bill and you start thinking about solar panels, the morning commute where you want something that feels like a reward.
• 6:06
  SPEAKER_01: These are the cues that trigger category entry and they live in memory as associations, which are linked to brands.
• 6:14
  SPEAKER_00: And Jenny Romaniak's research at the Ehrenberg-Bass Institute shows that brands with more CEP linkages have higher mental availability.
• 6:23
  SPEAKER_00: More situations linked to your brand means more chances to be retrieved.
• 6:27
  SPEAKER_00: More chances to be retrieved means more chances to be chosen.
• 6:30
  SPEAKER_01: Yeah, and there's, I think, a useful um mapping for CEP.
• 6:35
  SPEAKER_01: So that uh Jenny mentioned it or built this thing out called the seven whys.
• 6:39
  SPEAKER_01: So why someone enters the category when they enter, um, you know, whether that's a day, week, season, where, so the physical or digital context, with whom.
• 6:51
  SPEAKER_01: So whether they're solo, family, we work in at a work meeting, with what.
• 6:56
  SPEAKER_01: So complementary products or context, feeling what?
• 6:59
  SPEAKER_01: So like an emotional state, and while uh what else is happening at the same time.
• 7:03
  SPEAKER_01: And so that grid gives you a really structured way to try and map out all the relevant situations in your category.
• 7:10
  SPEAKER_00: And here's the thing that I discovered with my team.
• 7:13
  SPEAKER_00: When I stopped asking who is our target customer and started asking, in what situations do people enter our category?
• 7:21
  SPEAKER_00: The conversation completely changed.
• 7:23
  SPEAKER_00: The sales team had answers, the customer service team had answers, products had answers.
• 7:28
  SPEAKER_00: Nobody had to defer to a persona document.
• 7:31
  SPEAKER_00: Everyone had experienced the buying situations firsthand because they talked to customers who were in them.
• 7:38
  SPEAKER_01: Yeah, and I think that's a huge unlock that doesn't get talked about enough.
• 7:42
  SPEAKER_01: So the persona ultimates in these marketing decks and really is only a marketing application.
• 7:48
  SPEAKER_01: So the CEP map, though, is something that the entire business can build and own together.
• 7:53
  SPEAKER_01: And so when you align sales marketing product and leadership around the map of situational triggers, you really stop arguing about, you know, though there's that famous line about how different it's been positioned different ways now.
• 8:07
  SPEAKER_01: The Ozzy Osborne versus the Prince Charles or King Charles, you know, like they're so different, but they're not different.
• 8:12
  SPEAKER_01: Like depend you stop arguing about who the customer is and start agreeing on what moments you need to win.
• 8:18
  SPEAKER_00: Totally.
• 8:18
  SPEAKER_00: Yeah.
• 8:19
  SPEAKER_00: So we're gonna get into now creative, how creative is that targeting tool?
• 8:24
  SPEAKER_01: Mm-hmm.
• 8:25
  SPEAKER_01: Yeah, and I've been thinking a lot about this because this is where creative becomes the most, I think, underappreciated variable in the whole thing.
• 8:31
  SPEAKER_01: If if you're you're using CEPs as the planning framework, then the creative is the targeting tool.
• 8:37
  SPEAKER_01: And so the ad that is targeting the specific situation.
• 8:42
  SPEAKER_01: So the long week, the reward moment, the decision under pressure, that's the ad that is doing the targeting.
• 8:49
  SPEAKER_01: It's selecting the audience.
• 8:50
  SPEAKER_01: And so people who who are in that moment who are anticipating being in it, they lean in, and that's where relevance comes from.
• 8:57
  SPEAKER_01: The people who aren't don't.
• 8:59
  SPEAKER_01: And so the targeting happens in their head, not necessarily on the media plan.
• 9:04
  SPEAKER_00: I love this so much because it really completely inverts how most teams think about create that creative media relationship.
• 9:13
  SPEAKER_00: Most briefs say, here's who we're targeting.
• 9:16
  SPEAKER_00: Now make creative for them.
• 9:18
  SPEAKER_00: The CEP model, however, says, here's a situation we need to win or to own.
• 9:23
  SPEAKER_00: Make creative that lives in that situation, and then reach as many people as possible with it.
• 9:29
  SPEAKER_01: Yeah.
• 9:30
  SPEAKER_01: And I know like the idea of sophisticated mass marketing is uh again an Ehrenberg Bass principle, but I think it's one of those things that is just true.
• 9:38
  SPEAKER_01: Like even Les Bonette has the thing about go big or go home most recently.
• 9:42
  SPEAKER_01: You need to reach a lot of people.
• 9:44
  SPEAKER_01: And and instead of precision like narrow casting in one-to-one marketing, the idea um really made me uncomfortable when I first started thinking about it is that you know, and you as a reformed performance marketer.
• 9:59
  SPEAKER_01: Absolutely.
• 10:00
  SPEAKER_01: Um, even Meta, like the company that built the one-on-one personalization industrial complex, if you want to call it that, the one that really like they trained Google, uh, trained an entire generation of marketers to believe narrow targeting is always smarter, smarter targeting, is now telling advertisers that when their ads stop working, the fix is new creative or a broader audience, not tighter targeting.
• 10:25
  SPEAKER_01: It's broader reach.
• 10:26
  SPEAKER_01: That's what the end like literally on their website with the Andromeda update.
• 10:30
  SPEAKER_00: Which is a huge shift, by the way.
• 10:33
  SPEAKER_00: And you know, their own system is surfacing the same conclusion that the Erenberg Bassett data has been pointing at for years.
• 10:40
  SPEAKER_00: So there's obviously something there.
• 10:42
  SPEAKER_01: Yeah, and so the advantage plus creative product that they that Meta developed, um, they frame it as personalization.
• 10:50
  SPEAKER_01: So I think that's in line, probably from them from a PR story point of view.
• 10:55
  SPEAKER_01: They're saying we'll show each person the variation they're most likely to respond to.
• 10:59
  SPEAKER_01: But what it's actually doing is testing, I think, the situational or emotional frame, which and figuring out which one lands with the viewer.
• 11:06
  SPEAKER_01: It's not persona targeting, it's the CEP testing, actually, I think.
• 11:11
  SPEAKER_00: Yeah, totally.
• 11:11
  SPEAKER_00: And if this is really interesting because if the platforms are moving toward the science, even if they won't use the language, and that matters because it removes one of the last credible arguments for one-to-one personalization model.
• 11:25
  SPEAKER_00: So when Meta is telling you to broaden your audience, the air of hyper-targeted precision as a default strategy is completely gone.
• 11:32
  SPEAKER_00: It's over, it's dead.
• 11:34
  SPEAKER_00: Nada.
• 11:34
  SPEAKER_00: Yeah.
• 11:35
  SPEAKER_01: And you're good at um confessions for you.
• 11:39
  SPEAKER_01: I wanted to see if you can have a confession here.
• 11:42
  SPEAKER_01: I've got a couple too.
• 11:43
  SPEAKER_00: Forgive me, Father, for I have sinned.
• 11:47
  SPEAKER_00: I want to put a confession on the table right here, right now, or the virtual table that we're sitting at, because I know you have one too, Mark.
• 11:54
  SPEAKER_00: And I think it makes the point even better than any research paper.
• 11:59
  SPEAKER_01: Yeah.
• 11:59
  SPEAKER_01: So in 2020, uh, when I worked at an agency called NSD, so I built this framework called Share Triggers.
• 12:06
  SPEAKER_01: And the idea was that instead of measuring brand awareness, which were, you know, brands, which brands are top of mind more broadly, you measure against situational triggers that initiate the category entry.
• 12:19
  SPEAKER_01: And I got that from the consumer decision journey.
• 12:21
  SPEAKER_01: I was staring at that star that's in the McKinsey's Consumer Decision Journey.
• 12:26
  SPEAKER_01: Like it came out in 2009, and it wasn't this is how slow I am until 2020, 11 years later, that I kind of was like, oh my God, there's stars there.
• 12:36
  SPEAKER_01: Like, how come nobody has ever talked about it?
• 12:37
  SPEAKER_01: There's literally one line in the report that talks about the star.
• 12:41
  SPEAKER_01: Yeah.
• 12:41
  SPEAKER_01: And then it it dawned on me that you can measure how often that that star or that trigger shows up in market.
• 12:49
  SPEAKER_01: And so I built this framework around it.
• 12:51
  SPEAKER_01: Um, and I called it Share Triggers, uh, and and I was talking about how you can strategically choose which trigger to allocate your brand spend against.
• 13:01
  SPEAKER_01: Um, and then and then that's the showing like based on your growth potential.
• 13:06
  SPEAKER_01: And I did a presentation to about 200 people at a webinar during COVID.
• 13:10
  SPEAKER_01: And so you can see it online if you want to look at it.
• 13:12
  SPEAKER_00: So I know that probably felt like it was something new.
• 13:14
  SPEAKER_00: You were quite excited about it.
• 13:16
  SPEAKER_00: But then what happened?
• 13:17
  SPEAKER_01: Yeah.
• 13:18
  SPEAKER_01: Well, yeah, I I literally thought I was Jacques Cousteau, for anybody that doesn't know, famous Canadian oceanographer exploring the wild, exploring the wild depths of the ocean.
• 13:29
  SPEAKER_01: I thought I had discovered like the new giant squid or something.
• 13:32
  SPEAKER_01: And then um just before I went to go present the report, my my finding, I read how brands grow.
• 13:39
  SPEAKER_01: I'm like, oh, oh they've already done this.
• 13:43
  SPEAKER_01: There's a whole lot of science here.
• 13:46
  SPEAKER_01: I just didn't know it.
• 13:47
  SPEAKER_01: Uh and so, which was interesting because it actually made me more confident.
• 13:51
  SPEAKER_01: And I realized like it's better just to use the words that already exist and all the work that already exists.
• 13:57
  SPEAKER_01: So it was nice though, because it gave me the confidence that I was on to something there.
• 14:01
  SPEAKER_01: Yeah, of course.
• 14:02
  SPEAKER_01: And it landed the same answer that the the Aaron Burgess Institute did, but it it ultimately is like, I think it's interesting just that we can come to these same conclusions.
• 14:11
  SPEAKER_01: You can see that the science actually plays out in multiple situations.
• 14:16
  SPEAKER_00: Which is actually probably the best possible argument for the framework.
• 14:20
  SPEAKER_00: When practitioners and scientists independently arrive to that same answer, you're probably pointing at something that's really tangible and really real.
• 14:29
  SPEAKER_01: Yeah, and and ultimately, like my confession is it took me years of doing the wrong things first before like I was doing a lot of optimizing for awareness metrics and wondering why the brand member numbers didn't really transrate to growth.
• 14:43
  SPEAKER_01: And and it was only then that I really started thinking about the situations where people are choosing us rather than you just awareness in general.
• 14:52
  SPEAKER_00: Totally.
• 14:52
  SPEAKER_01: And so I was really looking for something that was more actionable.
• 14:56
  unknown: Yeah.
• 14:56
  SPEAKER_01: But anyway, V, you've also got a story.
• 14:58
  SPEAKER_01: So what's what's your confession?
• 15:00
  SPEAKER_00: So so mine is similar, but from the measurement side.
• 15:04
  SPEAKER_00: So I've presented brand tracking results to leadership where the awareness number was up and the business was was flat.
• 15:11
  SPEAKER_00: And I told I sat up there and I was telling a story that connected those two things in a way that now I think was entirely wrong.
• 15:18
  SPEAKER_00: The awareness number went up because we were on air, like we had something in market.
• 15:24
  SPEAKER_00: The business was flat because we weren't in the right situations in people's memories.
• 15:29
  SPEAKER_00: So we were measuring one thing and explaining another.
• 15:33
  SPEAKER_01: Yeah.
• 15:33
  SPEAKER_01: Yeah, that's a really good one.
• 15:35
  SPEAKER_01: It like, and I think that's the the thing with what we're talking about through all these sharp cuts is just trying to figure out something that's more predictable.
• 15:43
  SPEAKER_01: Totally and and more accurately predictable.
• 15:47
  SPEAKER_01: So let's get into where CEPs go wrong because the framework is really good.
• 15:51
  SPEAKER_01: But um, I think really the execution part is where a lot of teams fall apart.
• 15:56
  SPEAKER_00: Yeah.
• 15:56
  SPEAKER_00: First, chasing too many CEPs with too little budget.
• 16:00
  SPEAKER_00: More CEP linkages is the goal for large brands with large budgets.
• 16:04
  SPEAKER_00: For most brands, trying to own 10 situations at once means weak associations everywhere.
• 16:10
  SPEAKER_00: So the guidance for Romanux work is to own one or two situations completely before looking to expand on those.
• 16:18
  SPEAKER_00: Mental penetration first, network size second.
• 16:21
  SPEAKER_01: Yeah, and ultimately it's like such a huge part.
• 16:23
  SPEAKER_01: I keep hearing echoes of Roger Martin in my head.
• 16:25
  SPEAKER_01: Like that is strategy.
• 16:27
  SPEAKER_01: That's what the strategy is, right?
• 16:29
  SPEAKER_01: Like to choose one CEP and not the other.
• 16:32
  SPEAKER_01: And it's and that's where I think it's so different from person or personas.
• 16:37
  SPEAKER_01: Because you're you could say, well, we're going after the Ozzy Osborne persona and not the King Charles, but really if you're if you can't target them individually, you are delivering to both of them.
• 16:48
  SPEAKER_00: Exactly.
• 16:49
  SPEAKER_01: So there's also a useful prioritization filter here here that I think is worth talking about.
• 16:54
  SPEAKER_01: So the three C's, so credibility, can your brand actually deliver in this situation?
• 16:58
  SPEAKER_01: And if you can't, then linking it doesn't actually build availability, it actually damages trust.
• 17:03
  SPEAKER_01: Second C is competitiveness.
• 17:05
  SPEAKER_01: So how many brands already own that situation?
• 17:09
  SPEAKER_01: So if you're entering a crowded CEP, it will require a lot more investment and probably you're going to get less return.
• 17:16
  SPEAKER_01: And then the third one was commonality.
• 17:18
  SPEAKER_01: So how often does the situation occur and how much of the category does it represent?
• 17:22
  SPEAKER_01: So there's a financial modeling here that I think is so helpful that you can use to help you uh understand the value of targeting CEPs.
• 17:32
  SPEAKER_00: Totally.
• 17:33
  SPEAKER_00: Second, we have building CEP associations without distinctive assets.
• 17:38
  SPEAKER_00: You do the situational research, you know the moment, you build creative that depicts them.
• 17:43
  SPEAKER_00: But if there's nothing in the creative that really tags the brand to the memory, no consistent visual audio, a character or cue, the super touch points.
• 17:53
  SPEAKER_00: If we think about like the creative dividend report, the situation fires in someone's memory and your brand doesn't come up with it.
• 18:00
  SPEAKER_00: The CEP is there.
• 18:02
  SPEAKER_00: The brand link, however, isn't.
• 18:04
  SPEAKER_00: Distinctive assets are how you make sure the cue and the brand travel together in those moments.
• 18:10
  SPEAKER_01: Yeah, there's a great case study from Bailey's.
• 18:14
  SPEAKER_01: Uh, I can't remember where I found it first, but I think it's an IPA case study.
• 18:18
  SPEAKER_01: Uh so for years, Bailey's was only known as a drink that you have at Christmas time.
• 18:23
  SPEAKER_01: Yeah.
• 18:23
  SPEAKER_01: And that they owned it, which is great, but they're trying to grow the brand.
• 18:27
  SPEAKER_01: And so they needed more people to buy it, not just people at Christmas.
• 18:30
  SPEAKER_01: And so that single CEP of being once a year was really creating this ceiling for them.
• 18:36
  SPEAKER_01: And so when they expanded, they deliberately started linking the brand out to different things, like brunch and to after dinner or dessert occasions, and they ended up growing year-round volume without a without abandoning what they already own.
• 18:50
  SPEAKER_01: And so they did that with consistent brand signals uh across all of it, so that every new situation really anchored back to the same brand.
• 18:59
  SPEAKER_00: The third thing we want to cover here is measuring brand love instead of mental market share.
• 19:05
  SPEAKER_00: This one is brand love V.
• 19:09
  SPEAKER_00: Who doesn't?
• 19:10
  SPEAKER_00: Who doesn't?
• 19:11
  SPEAKER_00: This one is Siduous because brand love metrics feel good.
• 19:16
  SPEAKER_00: Think about high NPS, high advocacy scores, people who really, really like you.
• 19:21
  SPEAKER_00: I want to be liked by everybody.
• 19:22
  SPEAKER_00: I'm sure you yeah, I do too.
• 19:24
  SPEAKER_00: I like you, V.
• 19:25
  SPEAKER_00: I like you too, man.
• 19:26
  SPEAKER_00: The problem is those metrics skew heavily toward your heavy buyers, the people who are already have those strong brand associations and tell you almost nothing about whether you're being retrieved in the situations that matter for growth.
• 19:40
  SPEAKER_00: Light buyers, who represent roughly 40% of the long-run sales volume, according to the Emberg Bass data, barely show up in those love metrics, but they show up very clearly in mental penetration scores.
• 19:53
  SPEAKER_01: Mm-hmm.
• 19:54
  SPEAKER_01: So when you're measuring things like brand love, you're measuring more often than how your heaviest buyers, your loyalist, your best customers feel.
• 20:04
  SPEAKER_01: Um, if you're measuring mental penetration, network size, and mental market share, you're measuring your growth potential.
• 20:10
  SPEAKER_01: And they're different instruments, uh, you can call them, and and for different situations.
• 20:15
  SPEAKER_01: And so that's where we, you know, coming back to the beginning, I think that's why we're measuring the wrong thing.
• 20:23
  SPEAKER_01: I agree.
• 20:23
  SPEAKER_00: So it's time to land that plane, Mark, that sleeping barber plane.
• 20:28
  SPEAKER_00: Personas tell you who someone is, CPs tell you when they need you.
• 20:34
  SPEAKER_00: Awareness tells you whether your name is known.
• 20:37
  SPEAKER_00: Mental availability tells you whether you come to mind when it counts.
• 20:42
  SPEAKER_00: Creative built around CEPs do the targeting work that a media plan used to try to do.
• 20:48
  SPEAKER_00: And it does without narrowing your reach.
• 20:51
  SPEAKER_00: And the right measurement framework isn't the one that makes leadership feel good about the last quarter.
• 20:56
  SPEAKER_00: It's the one that predicts whether more people will think of you next time they enter your category.
• 21:04
  SPEAKER_01: Right.
• 21:04
  SPEAKER_01: And the shift ultimately is building audience prof from building audience profiles to building situational memory.
• 21:11
  SPEAKER_01: So who changes that idea from who are we targeting to what moments do we need to own?
• 21:19
  SPEAKER_01: And from did our awareness go up to are we linked to more buying situations than we were last year?
• 21:27
  SPEAKER_00: That's it.
• 21:28
  SPEAKER_00: That's the sharp cut.
• 21:29
  SPEAKER_00: If you want growth, stop measuring whether people know you, start measuring whether people think of you.
• 21:34
  SPEAKER_00: Thanks for keeping us in your ears.
• 21:36
  SPEAKER_00: Stay sharp, everybody.