Leading to the right decision-making. The latest ideas for "winning" marketing for business growth

Seminar contents

It has become commonplace to incorporate data into marketing strategies to increase the chances of business success.
The results of TV commercials and SNS ads are obvious when you look at the numbers. It is now possible to quantitatively grasp even a part of the image consumers have of a brand.
However, are these data based on correct evaluation? Are we not satisfied with just collecting data?

What's most important is to combine the trends captured by the data with human insight to derive and act on hypotheses such as "Maybe this decision will open up this kind of future?"
Then, use data science to maximize the accuracy of your hypotheses and execute them with confidence.
This "hypothesis thinking" will determine the future of companies in the data age.

So how do you design an appropriate hypothesis? How do you improve the accuracy of your hypothesis with data? And how can you perform correct data analysis in the first place?
At this event, together with some of the country's top marketers, we will introduce success stories of data-driven strategies and explore the type of marketing that will bring about business growth.

For all business leaders who seek sustainable growth.

If you would like to learn more about the "1 steps of data analysis" introduced in SESSION.8,"The 8 basic steps of data analysis that leads to results: What are the important points to remember when analyzing data that can be used in the business world?"Please refer to.

The content will help you deepen your understanding of how data analysis can be linked to decision-making and specific actions.

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For more details on the solutions introduced at the event, please see below.

Q&A Summary

This is a summary of answers to questions received on the day of the NewsPicks Brand Design event (held on September 2024, 9).

If you have any additional questions,Contact us here.

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Q. Regarding the consideration of MMM. While I can empathize with the philosophy and approach, I feel that the hurdles to implementation are high. If I want to effectively implement and verify it and aim to model it for my own company, where should I start/consult?

A.(From Hirao)
In order to effectively implement and verify the analysis and aim to model your own company, the first step is to reflect the analysis results in your actions and produce results (achievements). As results are achieved, your organization will gain more confidence and trust in the analysis, allowing you to continue to operate effectively. Continuing the analysis will further improve the resolution of your company's model.
In this case, rather than aiming for overall improvement from the beginning, it is better to aim for partial improvement first and be conscious of accumulating small results. For example, instead of measures involving many people such as TV commercials, you can start with measures involving a small number of people such as online awareness measures, and then link them to improvement actions.

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Q. I was impressed by the breakdown of "Udon is delicious" in the awareness analysis section. I feel that if the value offered by a brand is differentiated and strengthened, the suggestions and breakdowns each time tend to be similar (because the factors that influence users' intentions become stronger).
What perspective would you need to consider to update your hypothesis in this situation?

A.(From Hirao)
As a premise, the influential factors clarified in the analysis presented here are not based on the perspective of "where is strength now" but rather on the perspective of "where there is room for growth" (where improvement can be made to further improve results).
As you say, once a strategy is in place, the core KPIs will be strong. However, the factors that drive those KPIs will be switched to something else if they are improved. Even if the KPIs remain the same, the factors (the elements that should be prioritized) will change dynamically, so it is necessary to keep a constant eye on them.
In addition, the KPIs themselves may change over a longer span due to the influence of consumers or competitors. Even if the KPIs themselves do not change, the degree of their relationship to results may change. It is important to accurately grasp such changes and update your hypotheses.

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Q. How often do you analyze NPS and take specific actions based on it?
Also, how do you share the results of that analysis and implement actions from headquarters to the store level?

A.(From Mr. Nagumo)
We conduct an NPS analysis once a month, and share the results with our sales managers, who then implement actions for each area and store.
Currently, along with NPS, we provide daily feedback to each store using the "Marugame Emotion Score," which is used to improve CX and employee motivation.
We leave it to the sales department and area managers to translate these ideas into action. We share success stories about the "Marugame Kandou Score" as appropriate.

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Q. Is there anything we should be careful of when selecting important qualitative data from customers (such as their impressions of the brand)?

A.(From Mr. Nagumo)
We carefully determine whether the indicators and images are important for customers to choose a brand and to differentiate it. We also try not to judge qualitative data superficially.
What is the true meaning of this? How many people are saying it? What are the factors? Is it limited or general? I try to look at data from multiple angles and make a judgment using my own eyes.

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Q. I don't have any data stored, and the environment for analyzing it isn't in place.
I'm sure this is a common occurrence, but could you please give me some advice?
First, you need to organize your objectives and decide which data you should monitor.

A. (From Hirao)
Data analysis does not have to be done by spending money to accumulate data. There are many things in the world that can be analyzed depending on the hypothesis, so you don't have to go to the trouble of doing research. First, I recommend that you decide what you need to analyze right now and then analyze it.

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Q. I am not making effective use of NPS. I just got it and that's it.

A. (From Hirao)
I think it's a good idea to start by assessing whether NPS is an important KPI for your company (your brand).
If it is resonating as a KPI, we recommend identifying what is driving NPS and considering ways to pull that lever.

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Q. Are there any actions or tips that need to be taken to instill data-driven marketing into the organizational culture?

A. (From Mr. Nagumo)
2点あります。
First, solve the problem, even if it is something small, and gain the trust of the organization. Through this, you can make the use of data science a part of the organization. Secondly, after accumulating small wins, you need to allocate the resources (people, time, etc.) to solve the big problems and go and solve them. It is difficult to suddenly take on a big initiative, so it is important to scale up the initiative over several years.
I also think it's important not to stop at small wins/quick wins, but to tackle the problems that lie beyond.

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Q. I would like to know about the structure of your marketing department (number of staff, division of roles such as selecting an analyst, etc.) when formulating strategies, conducting analysis, and implementing measures like this.
I would also appreciate it if you could tell me the extent of XICA's involvement.
Related to the question about the organizational structure, when formulating hypotheses or conducting data analysis, do you have specialized personnel or teams within Marugame, such as analysts or strategists, carry out this work?

A. (From Mr. Nagumo)
Marugame Seimen has a marketing department of about 20 people. There are three departments in charge of communication design, experience design, and brand strategy. I think one of Marugame Seimen's strengths is that we don't just work on our own projects, but also work together with our partner companies, taking advantage of their strengths. We have a system in place where we work as one team, including our partner companies. For example, we hold meetings together.
However, the most important thing is for the operating company to decide "this is what we want to do" and "this is what we want to achieve" and clearly show it. Without this, each partner will not be able to demonstrate their strengths, so presenting such a vision and goal is important.

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Q. When deriving user insights from sensibility and data, is a survey a way to visualize sensibility?
I also heard that the frequency is once a week, so does that mean that you check the survey results every week?

A. (From Hirao)
We use surveys as a way to visualize sentiment (to identify key drivers for results).
When first building a model, we conduct a survey that includes all factors that may affect the hypothesis. After that, when conducting regular monitoring analysis, we conduct a survey that focuses on the factors narrowed down in the previous analysis.
In terms of frequency, surveys to build the model will be conducted once a year, and for regular monitoring, they will be conducted once a week if analysis is being conducted to look at the relationship with measures, and once a quarter if there is no need to look at the relationship with measures.
In the case of Marugame Seimen, they check the survey results every week to analyze the relationship with their initiatives.

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Q. Are there separate organizations for "corporate marketing" and "business marketing"? I'm very curious as to how you are referring to the cross-sectional relationship.

A. (From Mr. Nagumo)
It is divided into the Corporate Communications Department and the Marketing Department.
However, since we need to oversee everything and optimize the overall picture, we have an organization within the same "KANDO Communications Headquarters," and I am able to oversee both and provide direction to ensure overall optimization and synergy.