Rebuilding retail sales post lockdown
What will retail be like post lockdown? Understand the potential new normal, and explore tech and data solutions that will set your brand up to win, with this free webinar…
In this webinar, we explored how Intelligent Retail solutions can help brands rapidly rebuild sales in the post-lockdown economy. Watch now to learn:
Read more about how retail brands can be more effective in-store in our resource: Why consumer centric retail marketing gets results (and how to do it).
We'd love to help with any retail challenges you may be wrestling with. Be more efficient with your spend and more effective in-store – get in touch today.
Alan Thorpe, Indicia Worldwide EMEA Sales Director: Very good, let's do some introductions first. So Emmeline, do you wanna give us a wave? And unmute yourself. Hello, Em. Morning, Em. So Em, tell us a little bit about yourself and why you're uniquely placed to talk about this subject this morning.
Emmeline Kite, Indicia Worldwide Head of Planning and Strategy: Hello, so I'm Emmeline, and I'm Head of Strategy at Indicia Worldwide, and, I guess put simply, my job is to help brands understand their consumers, so their behaviors, their attitudes, and doing that in order to create marketing strategies and activities that are effective and as effective as possible. So I've been doing that for about 20 years or so, and for brands that include, so retail brands like Lloyds Pharmacy, Co-op, O2, Kenco to name a few. Yeah, so that's a little bit about me.
AT: Brilliant, thanks, Em. And Steve, tell us, introduce yourself, tell us a bit about you.
Steve Lowell, Indicia Worldwide Global Director of Data and Insight: Hi guys, Steve Lowell, I look after data and insights at Indicia. I've had about 25 years around the data analytics industry, so I'm responsible for a lot of the technology and the data solutions that we're going to be talking about. A lot of my time has been spent around the retail sets, or all various versions of it, so I'd like to think I'm entitled to a view on these things.
AT: Brilliant, thank you, Steve. So we're all celebrating almost a silver jubilee in marketing, that's a thing, isn't it? So my name's Alan Thorpe, I'm Sales and Marketing Director at Indicia for Europe, and actually, I think marketing is a wonderful profession because we have the privilege of generating the sales that put food on the table, actually, and creating employment.
So it's really important that we get marketing right. And we also are the people who get closest to our customers, so we're best able to help organizations stay relevant and in business during those times of change.
Jon, would you move us on, please? Very good. So before we start, I thought I'd just tell you a little bit about Indicia Worldwide for anyone who's unfamiliar with us.
So we are a part of Konica Minolta, and we exist quite simply to create new value for clients, and we're quite unusual in that we cover off both ends of the marketing spectrum.
So you'll see on our little loop there, or as someone rather unkindly said to me the other day, "Alan, that looks like a Scalextric track "where the car is definitely going to come off "on the bottom left hand corner."
We have on the left hand side effectiveness, which is largely what we're going to be talking about today, where these are the clever solutions where we use, for example, intelligent technology, data, and insight to actually make our clients' marketing more effective, and help them spend their money more strongly.
And then on the right hand side, we've got efficiency. This is about marketing at scale, getting into markets, and actually executing those camps efficiently. And I've just put a few examples of clients around the outside.
You might almost say it's like your perfect lockdown selection of clients, really, in that, you know, we've got Unilever there, you might've washed your hair with some Dove this morning, having a bit of Hellman's on your lunch, maybe a Magnum in the sunshine this afternoon, who knows, mid-morning banana from Chiquita, bit of DIY from Stanley Black and Decker, you know, a nice bit of Chocomel in the evening, and a nice, rewarding Heineken, and maybe watching a bit of ITV as well.
But the sorts of things we do for them, ITV, we run, if any of you use the ITV Hub online, we are the people who run all the data behind that, the two billion lines of data that come in every day.
So we're the people that make sure that if you're a fan of Keith Lemon, you get adverts for Keith Lemon shows, because ultimately ITV sells audiences, so we help them to build their audiences.
We work with Chiquita Bananas in quite a comprehensive way, actually, going from insight and strategy through to creative and actually the executional side of things as well. With FrieslandCampina, Unilever, Stanley Black and Decker, and Heineken, we work from a technology perspective helping them to execute their campaigns at scale in 30 different countries. Companies? Countries.
And so in many of those cases, actually that's delivering the marketing that works in retail, so 85% of our clients operate in retail. So making sure that point-of-sale marketing in particular works brilliantly for those major clients is a key part of what we do. Thank you, let's move on.
EK: Okay, so as Alan has said, today we're going to talk about how retail brands and businesses can be ready to react quickly as we start to come out of the lockdown and the kind of impact of COVID-19, and specifically how we can create more effective and efficient in-store marketing through the intelligent application and interpretation of data.
You know, I don't need to say that we're all aware of how quickly the retail landscape has been transforming, even before the onset of COVID-19, which has basically supercharged the pace of change in particular areas. You know, online shopping is the obvious one, but there are all sorts of other ways in which it's having an effect on consumer behaviors, in particular with shopping.
And there's sort of three things in particular that we think are pertinent to the conversation today, and that probably we can't predict the future, but these things are likely to remain important as we come out the other side. So when you consider that 70% of decisions are made at point of purchase, according to a survey by POPAI, it's really easy to see why effectiveness is becoming increasingly important to marketers, as a drive of the decision-making when it comes to point of sale, and what's the right thing to do.
Coupled with that, there's almost never been more data to enable marketers to make those kind of decisions, in fact, to the point where 71% of marketers feel overwhelmed by the amount of data on offer rather than empowered.
You know, with so much data, it's hard to know how to make sense of it, how to see the wood for the trees, and what to apply, and of course there are so many different sources of data, and often they're not joined up, so there is this wealth of information but a lack of knowledge in terms of what are the pertinent data points and how should they be used and applied in terms of in-store marketing.
And then another interesting finding from a survey that we ran with some of our clients, talking about the kind of the execution of point of sale, and trying to test and learn and find new initiatives, actually getting new initiatives off the ground is often very, very complex and long-winded, and if you can't prove ROI, it can be difficult to make the case for testing new things, and one of our clients told us that just 30% of their point of sale complies with its intended use.
So the ability for marketers to be able to quickly implement testing, and to learn from that, to learn what works and what doesn't work, and to move on and to evolve and to grow is going to become even more important as we move beyond COVID and hopefully into recovery on the other side.
And on that effectiveness point, and with the acceleration in certain kind of behaviors and trends that the pandemic has led to, the need for retailers and marketers to really truly understand not just efficiency and how to drive down cost, but how to really make that in-store marketing work as hard as possible, is going to be more important than ever, so to be able to get to market quickly and with solutions that are based on insight, that testing and learning at pace, to understand what's changed in terms of customer behavior, and then proving ROI, which is obviously the critical thing in terms of unlocking budgets and growth.
And the key to all of this in our view is to focus on the consumer. So we will all have experienced and seen the ways in which we've changed and adapted as a result of being on lockdown, and the various kind of other measures that are applied across the globe, and we can kind of understand how that's likely to affect how we might want to interact as we shop sort of now and in the future.
There's a huge amount of industry evidence that has looked at how consumer psychology changes at times of crisis like this, so particularly in economic downturn, and the way in which, obviously, that sort of pressure on purse-strings affects consumer confidence and likelihood to spend, and also the types of products that they buy now and might start to buy again in the future.
So really understanding how that confidence for consumers will change and evolve as we come out the other side will be really, really critical, and the evidence from past recessions has shown it takes consumers roughly 12 to 24 months to return to pre-recession confidence levels.
The view on this current situation, which is, I guess, it's a crisis in so many more ways than merely a recession, actually the prognosis is that it might take consumers even longer to recover, so therefore having your finger on the pulse of that consumer mindset and behaviors will be really, really critical.
So in terms of how consumers are feeling at the moment, so this is a recent survey by McKinsey that was run at the start of April, and I don't know how this view might have changed given Chris Whitty's recommendations of last night, but British consumers believe that the personal financial impact that they will feel as a result of COVID-19 could last longer than two months, and in fact kind of four to six months is the sort of feeling, and when it comes to adjustment in routines, and then household finances, actually, people are slightly more optimistic.
But still, people are believing that this is going to be a fairly medium term impact on their lifestyle and their spending. And this is something that's replicated across the globe, so attitudes are pretty similar.
AT: Jon, is that your poll just popped up there? If everybody would like to, it'd be interesting just to get your feedback, in terms of how you feel about the recovery, and how long you think that's going to be, and we'll share that feedback at the end of the webinar. Sorry, Em, carry on.
EK: No, that's okay. So the adjustments that we are seeing and that we will continue to see in consumer mindsets and behaviors, excuse me, are likely to prompt some permanent shifts, and of course we can't predict what those will be, but we can make some assumptions, potentially, and, you know, I guess it's about sort of understanding how these might change as we see consumer behaviors change in relation to shopping.
But the fact that we have to social distance at the moment, how comfortable are people going to feel about being in crowded spaces again? The increased emphasis on health and hygiene, so both in terms of our health generally, but hygiene in the retail environment, and the fact that at the moment you go into shops and you see the employees there wearing masks and sitting behind screens and things like that, so actually how do we feel about the people that are handling the goods that we purchase, and how will that continue after the situation, and how will that affect how consumers behave in store?
And one of the things that, again, has seen a sort of acceleration is the use of things like shopping apps and scanners in store and contactless payments.
I was queuing up at my local Sainsbury's a couple of days ago, and one of the members of staff was coming around with a little leaflet basically advertising the Sainsbury's app, and they're encouraging people to basically self-scan as they go around, fill your shopping bags, and then use contactless at the checkout, at the unmanned checkouts as you leave the store.
So really trying to promote almost kind of person-less transaction in-store, which I think is really, really interesting.
AT: Em, it's interesting. John's just shared our instant results, and actually, that sort of, "we're not quite sure what's going on and where it's going", it bears out very clearly here where 69% of us are saying we're in a kind of neutral position 'cause we're not quite sure. So yeah, actually today is about trying to put some certainty back into that, isn't it.
EK: We can't really predict what's going to happen, but there are indicators that we can see potentially as China starts to come out of their lockdown where, so again, this is a recent study by McKinsey, so the economic activity indicators suggest that certain activities, certainly in urban areas, are returning to pre-outbreak levels.
Slightly depressingly, things like traffic congestion and air pollution are back up, but on the more positive side, property sales are returning to pre-lockdown levels. So encouraging economic indicators in some respects, and then if we move on to the next slide, we see that Chinese consumers are becoming cautiously optimistic about their financial situation and life returning to a sort of new normal, and believing that the economy will rebound within a reasonably short time as they start to emerge at the other side.
And then in terms of some of those things we talked about, you know, so increased emphasis on health and hygiene, social distancing, and that kind of thing. 64% of Chinese consumers agree that they'll consider products that are more environmentally friendly as they continue to come out of the pandemic lockdown, and 70% are saying that they will continue to boost their physical immunity by exercising more and eating healthily.
So again, that sort of personal health and wellbeing and consideration of the planet are things that Chinese consumers are saying that they believe they will continue to invest in, as it were, as they come out the other side of this.
AT: That's quite interesting, Em. So that's similar to the, we've seen the surveys in the UK where actually after three weeks, lots of people were saying "we don't really want it to go back to exactly the same as it was before". Do you think that that's likely to be the case in other countries, or do we just have to wait and see?
EK: I mean, I guess it's a case of waiting and seeing. It is really, really interesting. I think the stat, yeah, 90% of people don't want things to go back to the way they were, but I think that is that emphasis on community spirit and people seeing the positive impacts on the environment and that kind of thing, and I guess humans are humans no matter what part of the globe you're in, so I would've thought that as human beings, we would want those benefits to continue.
But equally there is a need to shop, there's a need for businesses to survive, there's a need for us to eat, drink, clothe ourselves, amuse ourselves, entertain ourselves, so I think you'd like to think that a balance would remain, but I think actually it will be interesting to see whether those stats are borne out in terms of actual shopping behaviors.
So in summary, what we are kinda saying here is that almost like never before, there is a need here for retailers to really understand their consumers and their behaviors as they adjust to, I guess, the new normal, which is what everyone is calling it, as we come out the other side of this, whenever that might be, and being able to understand how consumers' psychology has changed, how behaviors and needs have changed, to be able to identify that in terms of shopping behaviors, and respond accordingly.
And those retailers and brands that are able to do that quickly and nimbly are the ones that are going to win. So we're now going to talk about how intelligent retail can help you be nimble as well as efficient and effective, so I'm going to hand over to Steve for that part.
SL: Okay, thanks, Em. So intelligent retail is effectively our toolkit for how we help you deliver against some of the key takeouts that Em's just referred to around what the environment will be like post lockdown.
It's a range of technologies that we bring together into one unified solution, and we think that's how we are slightly different to a number of other providers out there, where we're looking at the end-to-end process in terms of in-store marketing, from initial design through to implementation and measurement of the effectiveness of it.
I should add as well that this isn't just about a technology solution. My team, in terms of data science and analytics, the tech side of things, work very closely with Em's team, so that we deliver insights and so what and commercial recommendations, not just technology solutions.
So in terms of what it looks like, there are five products at the moment, which I'm going to talk you through, and just to emphasize again that the sum of the parts of these is our real focus, and it's bringing these things together starts to give you some very joined up and clear insights from, first of all, understanding who your audience is and where they are, almost de-risking your point of sale at the design stage to make sure that you're confident it's going to get engagement.
Then physically in-store, understanding who browses, and who engages with your point of sale, and equally who doesn't, so who picks products and then replaces them; and then finally at the end of that, understanding the effectiveness of all of that activity that you've implemented.
I'm going to take you through very quickly each one of these, just pulling out some examples of some work that we've done with one of our clients, Heineken, around some of these things, so hopefully to bring that to life in a bit more detail.
So first and foremost, Interact Geo, so this is really about the start of the design stage of point of sale, and what we find more often than not is, well, there's two things. First and foremost, brands really struggle to have a really granular detailed understanding of who their audience is, and aligned to that, a real clear understanding of where they are as well.
So in terms of point of sale, we hear lots and lots about clients placing point of sale in a retailer's highest performing stores. That doesn't necessarily mean to say that they have the highest penetration of the product that you're promoting, and we think there's an opportunity to be much more effective and broaden your reach-out to your target audience as possible, and that's what Interact Geo is all about.
AT: I suppose, Steve, this is particularly important in many of us are waiting to see which doors reopen after the lockdown, because sadly there will be some retailers, we're already seeing it with people like Debenhams, who are struggling, and who knows what it's going to mean for people like Primark, who've been able to sell literally nothing over the last period.
So presumably this is going to be very useful in terms of understanding, given our lower amount of money we've got to spend, which of those doors we particularly want to be behind.
SL: Yeah, absolutely, and also to Em's point as well, that there may well be a change in audience for certain products in certain categories. So starting to understand that as well is going to be really important, I think, with this lockdown.
So just going back onto the tool, so there are two elements to it. So the first is a very simple front-end, which has loads of data attributes that we've built in, where you first and foremost define your audience. That can either be an audience profile that you already have or it can be something that you find the audience within the tool itself.
And then secondly, we give you a view as to where is that audience located, where is the highest penetration, the highest volume of that audience, and this is an example from Heineken in the UK. We have this data across other markets as well across the globe, so it's a global solution, depending on where you're at.
Moving on, so that's the first bit about almost that location planning piece. The next bit is about how we can help you de-risk the point of sale, and making sure that at design stage, you are developing a point of sale which you are confident is going to grab the consumer's attention in the right way.
AT: So Steve, is this the piece Em mentioned earlier about only 30% of point of sale does its intended job when people started out? Can this help with that?
SL: It can indeed, and I think it's through all of these middle three, Alan, as we go through. It's about optimizing your in-store activity using the three component tools that I'm going to talk about.
AT: 'Cause that's a frightening thought, isn't it, that 70% of budget isn't doing what you intended it to do?
SL: Yeah, and there's two bits. There's the how ineffective point of sale can be, but equally there is a real compliance issue about how many times point of sale just physically doesn't make it out into store.
SL: So it's a yeah, those two things are a real challenge for brands and retailers at the moment.
AT: Particularly when budgets are a bit tight.
SL: Exactly, absolutely. So VDA is an online tool that we have access to, and it's built up from a real significant bank of eye-tracking results, and it's effectively simulating the way in which an eye moves over a point of sale. And it's been tested, it's been validated, and it is accurate up to 96%, so 96% of occasions it simulates correctly the way in which the eye would over a point of sale.
The way in which we move through this, so this is an example that we did on a low alcohol promotion, or no alcohol promotion, should I say, for Heineken, and what you will see as you go through this is this is the point of sale in situ in-store. We can also do this prior to implementation, so going back to my point about de-risking it and making sure you're confident that it's going to engage your audience.
But in this scenario, it's in-store. An image of the point of sale is captured, we run this through the tool, and it gives us a sense first and foremost of where the eye gravitates towards, so it's a traditional heatmap, so you see that first and foremost it centers in on the product, which is great news for Heineken, but then it starts to move in different areas outside of the fixture onto the other shelf, and outside into other aisles as well.
Then you see the sequence, so how does the eye move, and that kind of follows the pattern that you've seen from the heatmap, but first and foremost the eye is drawn towards the Heineken no alcohol product, then outside of the fixture, then up to the wine, then back down to the other product.
And then finally we get a sense of dwell time as well, so how long is the eye residing on each of those points. So you start to get this really granular view as to how engaging is my point of sale, and just going back to my earlier point, we do this a lot with clients prior to implementation to really de-risk and be confident that what you're going to implement is going to be fit for purpose.
So the third solution is what we call Retail.i. So VDA is all about trying to de-risk and understand engagement prior to implementation; Retail.i is really about once it's in, who is browsing and engaging with the point of sale itself.
AT: I see. Is this a solution which can help overcome that barrier that's always existed in retail, in that those of us who are selling through retail are slightly disintermediated, disconnected from the customer by the retailer, the retailer holds all the cards in terms of who the customers actually are?
SL: Yeah, and there's a couple of bits to that. So first and foremost, having prior to previous technologies in this space have been really difficult to implement in a retail environment, 'cause exactly to your point, the retailer holds all the cards. It's either implemented through security camera techniques, or those types of things. And if that's not possible, retailers protect their data, it's a big asset of theirs, and so it is difficult for the end brand to really understand who is engaging with their point of sale in a practical, cost-efficient way.
AT: Okay, so this could offer real value.
SL: Yeah. So Retail.i is a very discreet camera which is placed within the point of sale, and I'll give you an example of what that looks like in a minute, but it's a camera which is placed within the point of sale, and the data that is captured, or the images which are captured from the camera are translated into a dataset, and I'll explain briefly how we do that, and then that data is transmitted through a 3G or a 4G signal to ourselves, and then we are making sense of that and defining recommendations.
Just to bring that to life a little bit more, so going back to the no alcohol promotion for Heineken, that was the point of sale. The camera was installed there, so it's tracking people who are in front of the point of sale at any given point in time.
As I mentioned, we are capturing, at that stage, the images that the camera is tracking are converted through machine learning algorithms where we understand body shape, we understand likely gender, we understand mood as well based on body form.
So machine learning algorithms allow us to translate that data into a dataset which we can then analyze. One of the really good things about this is that none of that imagery that is captured through the camera is transmitted elsewhere, so from a GDPR perspective, we're not processing or handling personal data.
We're handling the transformation of that, which is anonymous, our best view of gender, mood, and age. So it's compliant from that regard as well. Once we've got that data, we tend to do two things with it. So the first is either building dashboards for our clients to help them understand, in some instances in real time, how and who is engaging with their point of sale.
So this is just an example that we've done for Heineken recently around that low alcohol promotion.
Or equally where it's very useful is starting to answer some very specific questions, and we find, more often than not, clients have a series of hypotheses that they're looking to prove or disprove. So the million dollar question for Heineken was around there has been a real growth in no and low alcohol, but where has that growth come from?
Who is the target audience? There was a feeling it was a younger age group, and that was absolutely borne out through this, but what was really fascinating as part of this exercise was that absolutely the younger age groups engage, but it's the really young age groups that really start to take interest and spend more time in front of the point of sale, so that 18 to 24 age group were more engaged with the product than perhaps the older age groups.
AT: So Steve, just coming back to Em's point earlier about we're moving to a situation where we don't want to touch things as much, and social distancing rules, you know, we heard on the news last night, are likely to be with us for could be a year, could be two years.
This kind of information is going to be quite useful 'cause we're going to have to redesign a product point of sale to make sure that it allows people to see everything they need without actually touching things, and make sure that it appeals to the particular audience groups that we want to engage, and that's like a major change, isn't it, as a result of the new environment we're in.
SL: Yeah, it is, and I think where we really like this approach is that it's nimble and it's fleet of foot, it's here and now, so it's not a static view of your audience based on the set of research that you might have commissioned six months ago, it is absolutely real time and just there in front of you as to here's who is actually engaging with my product now.
So moving onto the fourth piece, Smart Shelf. So Retail.i is really about who is engaging with my product. Smart Shelf has a number of applications, but where we think it's really interesting is who isn't engaging with it, which can be just as powerful as who's buying.
So it's a weighing device which is installed into the point of sale fixture, and within there, we calibrate the scales so that it knows the weight of each item, and off the back of that we're able to say how many items are on the shelf, how many are taken off, and more importantly whether items are placed back into the shelf, and you start to get a sense of replenishment, and whether a point of sale is running empty, whether people are taking things off, putting them back in.
And when you start to combine that, going back to my earlier point about the integration of these tools, when you start to combine that with the Retail.i findings, you start to get a sense of is there a particular demographic that are interested in engaging with the product but they're not following through to purchase, and so you start to get some really interesting insights coming through that way.
And then finally the last bit was, so all of that has been about how do I define point of sale, how do I put it into store, how do I measure engagement? I guess the million dollar question is how do I measure its effectiveness, and how do I prove the value from incremental sales?
From our perspective, we tend to look at this from an ROI perspective, and our view is the return on investment of point of sale is really a function of the incremental sales from the point of sale over the cost of it. Clearly, the challenge is how do you measure and define point of sale, incremental sales, I should say, and we think we've got some techniques for how we do that.
Effectively, the approach that we take is, it's almost, for those of you who are familiar with econometric modeling, it's a similar principle to that, where we are finding a control set of stores where we are using a range of factors that we understand about those stores to predict what sales should be within that category.
And this is where we link back to that initial audience selection and interact geo, where it's really important that any point of sale is implemented in a testable way, so that it's implemented and that we have control stores that we can compare and measure the uplift against.
But effectively the modeling gives us a sense as to, excuse me, the poll's just popped up on my screen. So the modeling gives us a sense as to what would we expect to have seen had the point of sale not been in-store. Using those control stores, we can predict sales, and we can understand what the shape of sales would look like.
Off the back of that, we can then compare that to what sales we actually saw, and so clearly the gap between one and the other is what we allocate to the point of sale, the incremental sales. Once we've got that, once we know what the incremental sales actually are, we know the cost, and then it's relatively easy for us to calculate the return on investment from that activity.
AT: So presumably, Steve, this can help reduce, you know, unfortunate misses and actually wastage, really, marketing wastage, which is something we're all going to be massively focused upon in the next few months.
SL: Yeah, and we've talked to clients about how we can use this, so that compliance angle as well about the sheer volume of point of sale which doesn't make it out onto the shop floor. This can start to give you a sense as to the lost opportunity through that compliance angle.
SL: So yeah. So finally from my perspective, I just wanted to just summarize on all of the products that we had. So first and foremost, we can help in terms of understanding the audience, and to Alan's point, where they're going to be, especially post lockdown.
We have tools which help you to almost de-risk and optimize your point of sale design. Once that goes into production, then really understanding who is engaging with that point of sale and who isn't.
And then finally, the last part to that is about understanding the value, the commercial value of that activity as well.
AT: Brilliant, thank you, Steve. So we have done incredibly well on our timing. We said we'd be done in 45 minutes to get to the Q and A, and we've done it, we've talked about how to some techniques that you might be able to apply quickly to make your tighter budgets work harder, and rebuild sales post unlock.
And these are all solutions which already exist and we've already tested, so that's very good. So we're going to open the floor to questions in a minute, and I'll get to Jon to make sure everybody's unmicced. Unmuted? Unmuted, that's it, not unmicced, unmuted.
But just to say, whilst you think about your questions, next time, we're going to be looking at the other side of selling, and that's the rise in direct-to-consumer selling, and we're going to be talking about how you can build a brilliant customer acquisition dataset that is fully GDPR-compliant.
Because that is the most difficult part, isn't it, getting data that you're actually allowed to do something with, 'cause we're seeing, you know, I'm quite sure that Primark won't be very happy to continue without a direct-to-consumer piece, and we've seen how important it is, haven't we?
Next opened their website for just a couple of hours, and were completely swamped, and I'm quite sure it's John Lewis' online piece that's keeping everybody going whilst their shops are actually shut. So Jon, would you like to open the microphones and take questions?
Jon Croft, Indicia Worldwide Sales Director: If you wanna put your hand up, do a hand raise, then I'll go and unlock the microphone on any attendee.
AT: How do you do a hand raise, Jon?
JC: There's a button where you can press hand raise if you're an attendee. Or, alternatively, you can just send me in the chat the question, and I'll answer it for you, or we'll share it around the team here.
AT: Very good, we have recorded this webinar, everyone, so we will make sure it's available on our website with a full transcript as well if you want to share it with any colleagues.
And if you want to get in touch as well, details will be there as well, to talk about any particular challenge you've got. And this is completely no obligation. If you have a challenge and you want to chat, we're very happy right now to talk through those things with you and help you, that's great.
If we can't help you right now, that's fine as well. Very good, well, you're all very shy. So thank you so much for joining us, and we will, I think we'll give it two more minutes, then we'll ring off, and hopefully we will see you next Thursday, isn't it, John?
JC: That's correct, yeah, this time next week.
AT: Brilliant, where we'll continue the conversation looking at the first-party data side. Thanks, everyone.
Global Director of Insight and Data
Steve has over 20 years’ experience in data and analytics, working both client and agency side. He leads our data offering, as well as delivering analytical solutions that drive value for clients.
Head of Planning & Strategy
With experience in data-driven creative and customer experience strategy, Emmeline is perfectly positioned to lead our strategy team. She honed her strategic expertise working across a range of industry sectors, particularly automotive and retail.
Discover what marketing leaders can plan, right now, to build the 1st party data that’s required for the new economy that’s likely to emerge. This webinar is part of our Marketers' lockdown recovery guide series