From applause to accountability: redesign video effects for the CFO

93 % of the marketers say that video delivers a positive ROI, but only 36 % are confident to prove this. – Wyzowl/fireworks

I recently looked back some awards from the early 2010s (I know I would think I would have better things to do). One thing that always turned me upside down was how weak the success metrics themselves were of the best work.

Producers will produce

“The customer liked it,” “everyone clapped”, the campaign improved “the traffic on the setting page by 30%”. Ok, this last wasn't that bad. The point is that our industry has been guilty for years to take over the letter and to get directly into production. Instead, we should have had a break to define the results in terms that the CFO would understand.

Success define – to be measurable

I understand we are production people, we solve problems and think visually. As soon as customers speak, we start visualizing what the film will look like, what the challenges and opportunities are in the letter. We rarely keep the customer and ask: What is the result we are looking for here? What does success look like? What are the KPIs we have to pursue to demonstrate that this was a job that was worth doing it? To demonstrate the return on investment?

Nielsen found 66 % of the global media plans that prevent in digital video; Closing the gap can lift the ROI by 51 %.

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Different ideas of success

To be fair, many of our customers act I just want a film. Something colorful, dynamic and interesting to go on the homepage or play on the big screen to start your general meeting. The films have achieved this. For some customers, the number one goal was (although most people would never admit this) looked good in front of their boss and the wider business. It is difficult to attract a metric.

Video as a powerful business tool

Nevertheless, the result is all of this that we have bred an environment in which too much of our work will have as nice instead of building brand affinity, employee loyalty and tangible management value as an essential business.

What do you want as your shop window?

Of course, many customers receive it and see the advantages of ensuring that their shop window is suitable for setting up their reputation. But in a world that is constantly growing cheaper, which we do not always have about the effectiveness of the right work of the right action, will come back to bite us.

Result of the metric director

So what should we do about it? We have to think about the result of KPI for metrics. First, as follows, the result that we turn? Second, how do we measure it? Third, what are the real -time data points that we pursue and optimize?

In the following you will find some examples:

To make these ladders glue, treat them as a living contracts between strategy, production, sales and customer sponsor.

Keep a dashboard

Start at the top – result – and workshop with the stakeholder who has this business result. Translate this result into a KPI that the team can pursue in a dashboard and divide the KPI into metrics that you can measure weekly views, click-to-apply conditions, counts for slack reaction, etc.

Regular examinations = team orientation

Assign a single owner to each rank, arrange a threshold for the “red flag” for underpass and plan regular resolutions to monitor, itoty and optimize the results. This cadence transforms video from a unique cost center into a continuously improved growth lever – and organizes the various teams involved to pursue common goals.

Ai's gift back to creative?

If AI can remove a Gordian knot that we all stiffen forever – the 'attribution question' – direct persecution from perspective to revenue. Since it leads to this, it could only prove how much we need high quality human stories.