How a century-old company keeps innovating with its marketing
We’re already seeing this approach pay off. Since getting a separate team together takes time, the bridge person connects the dots a lot faster and makes it easy to point out these opportunities.
Innovating involves taking risks. Sometimes the gamble will pay off; other times it won’t. How do you think about that balance at Kellogg?
It’s important to understand what exactly is at risk: If something doesn’t pay off, will it affect customers, our corporate reputation, sales, ROI? We recently made what some people might have considered a risky creative decision when we made the world’s first breakfast cereal record. It was literally a vinyl record made out of the product we were marketing: Chocolate Frosted Flakes. And it was risky because it was something that had never been done before. But when we looked at what exactly was at risk, we knew that the potential downside — that it wouldn’t create as much buzz as we’d hoped — wasn’t enough to stop us from attempting it.
With all these innovations and experiments you’ve been carrying out, you must have learned a lot along the way. What have you found that works really well in your marketing?
It’s been a priority for us to lean into best practices of each of the platforms we use. It’s simple: When we follow those, we see improved performance. From a creative perspective, that also has to be balanced with reach, frequency, and smart targeting. To make sure we’re finding that balance, we’ve put in place an internal creative effectiveness scorecard, which helps us standardize the media and creative best practices we measure against on each platform. That’s important, because, according to Nielsen, creative effectiveness makes up 47% of our ROI.