Advocacy Marketing: Toyota's secrets for partnering with trendsetters to create passionate brand advocates
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Journal of Sponsorship Volume 1 Number 3
Advocacy Marketing: Toyota’s secrets for
partnering with trendsetters to create
passionate brand advocates
Jennifer Savary
Received (in revised form): 23rd January, 2008
Brand Dogs, 14 Voyage Street, Suite 1, Marina Del Rey, CA 90292, USA
Tel: ⫹1 949 295 3606; E-mail: jen@brand-dogs.com
Jennifer Savary has been generating pas- that focuses on building connections with con-
sionate relationships between hard-to-reach sumers and turning customers into advocates.
consumers and blue-chip brands for over a The 2006 launch of the FJ Cruiser is a
decade, most recently as the Senior Strategist powerful example of how to create, manage
at Toyota Motor Sales, USA. While at Toyota, and measure these modern marketing initia-
Savary led multiple vehicle launch teams, one of tives using focused objectives-based marketing
which created the avid fan base for the FJ methods.
Cruiser among hardcore off-roaders. An innova-
tive thinker and proactive problem solver, Savary Keywords: advocacy marketing, objec-
authored the ‘objective-based marketing (OBM) tives-based marketing, return on objec-
strategy’, and designed the ‘return on objec- tives, consumer engagement, metrics,
tives’ measurement system that Toyota currently measurement, community, strategy
uses on over US$100m of marketing initiatives.
Savary developed her addiction to big chal-
lenges and smart solutions early in her career at INTRODUCTION
Price Waterhouse, with clients such as Marriott, Imagine looking around a campfire in a
JC Penny’s and Bell South. The excitement of remote town in the Colorado mountains.
bringing proven results to other clients is Every person there has spent hours on-
what convinced her recently to found Brand line, communicating and planning this
Dogs, her OBM strategic marketing consultancy. trip. Each has driven for hours or days
Savary earned her BA from Cornell University to gather and celebrate their new passion.
and an MBA from University of Southern Four owners dedicated 11 months to
California. In her spare time she further indulges organising the event — with no cor-
her love of challenges by training for marathons porate involvement. Five hundred en-
and iron-distance triathlons. thusiastic fans, gathered together from
33 states and four countries uniting to
celebrate one thing — a brand new
ABSTRACT product. How does such a powerful
It is becoming increasingly difficult to make an spontaneous owner phenomenon come
impact with consumers. Brands of all sizes are to be? This is the story of how Toyota
struggling as traditional marketing efforts be- worked — way behind the scenes — to
come more expensive and less effective. Toyota make this happen.
Motor Sales, USA has addressed this problem Marketers today must begin all new
with an innovative new marketing approach campaigns by asking the question: ‘What
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 211Advocacy Marketing
are we trying to achieve?’. What do we raw number of consumers who were
want the consumer to feel, think or do as aware of the product.
a result of this particular marketing initia- Today, the job is more complex. Cus-
tive? In modern marketing communica- tomers are cynical, better educated and
tions, this simple step is often a challenge often sceptical about what companies say
in itself. Many readers will simply state about their brands. Product choice is
‘buy my product’ in answer to the above proliferating in most categories and pur-
question, and shake their heads at the chase motivations are evolving. Tradi-
author’s naivety, but even this self-evi- tional media channels (television, print
dent truth bears re-examination. Brands and radio) are more expensive and less
that shout ‘I exist’ and ‘Buy me now’ able to deliver the audience. Many brands
before the consumer is receptive can are turning to the internet, but the cus-
actually work against themselves. This tomary ad unit model is not breaking
presumptive focus is similar to being inap- through. Advertising messages are con-
propriately propositioned by a very new stant, and consumers are near-genius at
acquaintance. A common reaction to such blocking the ones they do not want to
a proposition is to ignore the extremely consume.
forward suggestion and person, and avoid These developments have forced today’s
them at all costs in the future. A classic marketer into a world with new rules of
example of this was the introduction engagement. Brands must now forge an
of New-Coke in the 1980s. Marketing emotional connection with the consumer.
powerhouse Coca–Cola failed to respect Marketing messages must show how a
the relationship consumers had with their product is relevant to a consumer. Cam-
brand and the classic formulation, and the paigns need to evoke affinity and create a
result was a wholesale rejection of the ‘that brand is like me’ sentiment. Brands
new product. This is often what happens need to show future customers not just
to brands today when they focus ex- how a product meets their needs, but
clusively on return on investment (ROI) how the product integrates into their life
marketing. Where is the dinner? The and how the brand reflects their values
dancing? The fine bottle of wine? Today’s and reinforces their self-image. Ultimately,
marketing professionals have to be pre- this has to be done in such a way that
pared to deliver the romance in order to entices the target to ‘pull’ the message,
close the deal. acknowledging that this savvy group is
able to avoid any message ‘pushed’ at
them, if they so choose.
CHALLENGE Fortunately, the discipline of sponsor-
The modern marketing task has changed. ship and engagement marketing is ideally
Some years ago, marketing departments and perhaps uniquely suited to this
were primarily charged with generat- challenge. Engagement marketing profes-
ing awareness. The theory ran that if sionals know that this discipline surpasses
companies tell enough people about a other forms of marketing in inspiring
product, some percentage of the popula- passion and loyalty, creating a sense of
tion will make their way through the shared values and turning fans into
stages of the purchase funnel and buy the brand advocates. The challenge lies in
goods. If a brand manager wanted to demonstrating this intuitive knowledge
increase sales, their primary tactic was to to the ‘C-level’ executives and brand
message louder, in order to increase the managers.
212 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008Savary
SOLUTION The many possible replies to this question
In the early part of 2003, Toyota launched can overwhelm clients and agencies. In
its Scion marque in the USA with addition, if every response is different,
enormous success to a young trendsetting brands will end up with a myriad of
audience. The Scion launch was a different objectives and still no clear way
classic new-marketing approach: little to measure results and compare pro-
mass media, no upfront television, with a grammes. Therefore, it is necessary to
focus on community and pull messaging. employ an organising framework to bring
From this experience, Toyota learned how clarity to the confusion.
to connect deeply with a target, find and
speak passionately to niche markets, and
turn customers into advocates. Soon after ENGAGEMENT FRAMEWORK
the launch of Scion, Toyota began to try For this purpose, Toyota uses the engage-
and apply these lessons to the larger ment framework (see Figure 1) to group
Toyota brand. Because of the much larger and classify the different business objec-
scope and different business needs of the tives it has established for vehicle market-
parent brand, it quickly became apparent ing. For some launches, the business goal
that Toyota needed a systematic approach is to create impressions (Level I: ‘See’).
to creating and measuring these cutting- On the other hand, if a vehicle is later in
edge new programmes. It was vital that its lifecycle, the marketing goal might be
the new framework supported and al- to obtain a large number of test drives
lowed for innovation and creativity, (Level II: ‘Touch’). The framework also
but also provided consistency to allow encourages and allows for programmes
management to understand the portfolio that are less traditional, for example, a
of new marketing programmes. The campaign to educate consumers (Level
result is called ‘objectives-based market- III: ‘Understand’), or a plan to build
ing’ (OBM), which Toyota now uses to online advocates (Level V: ‘Do’). Market-
develop marketing goals for its vehicles ing campaigns should focus on one,
and measure programme results. The two or, at most, three specific business
remainder of this paper is an introduction objectives.
to the concepts of OBM, followed by a
comprehensive case study illustrating their
use. RETURN ON OBJECTIVES
In order to evaluate and compare
programmes that have different goals,
OBJECTIVES-BASED MARKETING Toyota also needed to develop a new
OBM states that the first step in develop- measurement system. Return on objec-
ing a campaign is for everyone to agree tives (ROO) applies the OBM theory to
the objective of that campaign. Once the the measurement and reporting challenge.
objective is determined, the strategy, Each level is assigned a clear and
channel selection and metrics are then repeatable set of metrics. As a result, all
crafted to achieve that objective and Toyota campaigns that are Level II:
measure success. While this approach may ‘Touch’ use the same metrics, such as the
sound self-evident, shifts in the larger percentage of event attendees who visit
marketplace have made answering the the Toyota booth, and are therefore
question: ‘What are we trying to achieve?’ comparable to other ‘Touch’ programmes.
far more complicated than ever before. Toyota ends up with approximately three
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 213Advocacy Marketing
Figure 1 Toyota’s Create advocates
engagement
'Do' key inspire to action
framework Not just feel DO
Brand promoter
Level V
Emotional connection
'Feel' Shared values
This brand is like me
Level IV Sentimental/affinity
Trail drives
Educate/inform
'Understand' Product feature education
Brand attribute exhibit
Capabilities demonstration
Level III
Interactive vehicle display
Interactions
w/Footprint
'Touch'
w/Specific experiences
w/Static vehicle displays
Level II Micro site hits/open rate
Shuttle drives
Impressions
Impressions
'See' Onsite signage
Advertising inclusion logo
Level I PR/media coverage
Web/direct logo inclusion
to five metrics per objective level. These has saved agency fees and allowed Toyota
metrics can then be used to communicate to allocate its resources where they are
with management, agency partners and most needed. But the most important
sponsorship properties. illustration of the power of OBM is a true
to life example of how these constructs
made a major difference to Toyota’s
OTHER INDUSTRIES business.
The unique nature of Toyota’s business
and the automotive industry generally is
what led Toyota to select these five objec- CASE STUDY — FJ CRUISER TRAIL
tive levels. It is important to note that TEAMS
different brands and product types may The following case study details how
require their own set of marketing objec- Toyota Motor Sales USA, Inc used OBM
tives and therefore their own version of and the engagement framework to launch
the engagement framework. For instance, the FJ Cruiser to hardcore off-roading
a financial services company that spends a enthusiasts in 2006. The sceptical target
large part of its budget targeting specific audience needed to be convinced about
high net worth individuals might omit FJ Cruiser’s capabilities and commitment
‘Touch’ and add a new level — ‘Entice’ to the sport, but once Toyota had their
— to classify those initiatives. buy-in, the tight-knit, highly-connected,
OBM has created a vocabulary that off-roaders were ready and willing to
senior management is comfortable with, evangelise.
214 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008Savary
Toyota Engagement Framework: Objective Setting & Performance Tracking Figure 2 Sample
Sample objectives Sample tactics Sample metrics
Blogs authored
Methodology
OBM programme
Create advocates
Inspire XXX blogs authored Influencer marketing Consumer content posted Blog trolling
'Do' 'Evangelise'
XX owner events organized Amateur athlete teams sponsored Owner events created Observation planning worksheet
Key inspire to action Contingency programmes LifestyleEditorial Press (MEV) MEV analysis
Brand promoter/owns the brand MySpace Friends Online Sentiment Research
Level V act advocate or buy
Vehicles bought RDR match
Affinity index
Emotional Connection XX% of attendees show Lifestyle integration Value alignment scale Survey on site
Shared values a increase of Y points Trail/authentic drives Net promoter index Pre/post or test/control
'Feel'
This brand is like me on Affinity Index Supporting causes imput to target Collect surveys onsite
Sentiment Illustrating values shared by target Loyalty measures Collect e-mails, survey follow up
Trail rides Sharing in powerful moments Hand out incentives to revisit
Level IV 'desire/covet' intent
Methodology: Survey
The OBM process selected. When faced with a logic-
oriented target with strong rational pur-
• set objectives chase motivations, or a sceptical target
• decide tactics with product doubts, Toyota might utilise
• establish relevant metrics to quantify a Level III: ‘Understand’ strategy.
success In order to select a launch strategy for
• design a methodology to learn both the FJ Cruiser, Toyota looked at three
during and after the programme. factors. First, the business role of FJ
Cruiser was to be a niche-market vehicle,
Figure 2 shows an OBM planning highlighting Toyota’s off-road capabilities
worksheet which can be used to facilitate and heritage in the truck space. In
this OBM process. This case walks preparation for the launch of the Tundra,
through each of the four steps in Toyota’s Toyota needed to firmly re-establish its
OBM process. While the FJ Cruiser credibility as a leader in the 4 ⫻ 4
launch is a Level IV/V programme, the category. The second factor is a clearly
same steps would apply for programmes defined target audience. The launch
on any of the objective categories (see team selected true influencers within the
Appendix). off-roading community: ‘wheelers’, for
whom off-roading is a sport of passion
Set objectives and the 4 ⫻ 4 is an essential piece
When faced with a new marketing chal- of equipment. With the off-roader’s
lenge, Toyota starts by selecting between knowledge of vehicle capabilities, they are
one to three objective levels. This deci- the most likely to be trusted by others as
sion is based on three factors: a credible word-of-mouth source about
vehicle features. It was believed that if
• business needs; these true off-roaders became FJ believers,
• a clear understanding of the target; they would adopt the FJ as their own, and
and evangelise on behalf of Toyota for years to
• the attributes of the product itself. come. The last factor in deciding objec-
tives is honest evaluation of the product
For example, a launch programme for an itself. In this case, early focus groups
undifferentiated product with low aware- showed that there was concern about the
ness would start as Level I: ‘See’. If a striking image of the truck. Toyota
vehicle has observable feature/benefit needed to proactively address the finding
advantages over its competitors, a simple that many customers thought the FJ was
Level II: ‘Touch’ programme could be too pretty to get dirty, and that it would
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 215Advocacy Marketing
Figure 3 FJ
Objective
Create advocates
Cruiser objectives
Do Inspire off-roaders to share their passion around FJ
mapped to
Do Cruiser and unite in person or via a social network.
engagement Level V
framework
Emotional connection
Feel Allow influential off-roaders to prove to themselves that
Feel Toyota and FJ share my values and fit my lifestyle.
Level IV
hit the market and fade out in 18 months ing the launch goal and objectives, Toyota
as a ‘fad’. and its partner agencies built an in-
Based on this analysis, the launch team’s tegrated launch plan to reinforce the
overall goal was established: ‘to ignite the capabilities message across media channels
love affair with FJ Cruiser and Toyota and marketing disciplines. Tactics were
Trucks’. In order to do that, the team evaluated based on their ability to deliver
needed to inspire passion within the the emotional resonance and advocacy
influencer community and generate a needed to achieve the Level IV/V
capability and authentic heritage image programme goals. As a result of this
for the brand. The team selected the focused conversation, sponsorship and
following two objectives: ‘Do’ — inspire engagement marketing activities were
off-roaders to share their passion around selected as the centrepiece of the launch
FJ Cruiser and unite in person or via a campaign. Because the goal was advocacy
social network; and ‘Feel’ — allow and not large-scale awareness, no televi-
influential off-roaders to prove to them- sion and little general market print were
selves that Toyota and FJ ‘share my values’ in the plan — the fate of the launch truly
and ‘fit my lifestyle’. See Figure 3 for the rested on engagement marketing.
objectives mapped to the engagement The sceptical and long-time Jeep-loyal
framework. off-roading community needed to see
Once agreed upon, clear objectives the capabilities of the truck first-hand to
served an even greater purpose. This be convinced. Toyota’s activation agency
approach enabled an upfront dialogue George P. Johnson helped to develop the
with management, setting clear expecta- FJ Trail Teams: a grassroots sponsorship
tions and sign-off milestones. In addition, and activation programme that would win
the clear objective framework facilitated over this hardened community, one trail
conversations with agency partners, par- at a time. Toyota also re-established its
ticularly in the unbundled world of active sponsorship of the Toyota Land
sponsorship, where a client may be trying Cruiser Association. It sponsored and par-
to manage multiple channel partners and ticipated in local grass-roots trail runs
activation agencies towards the same across the country. Key events were iden-
communications goals. tified on nearly every major trail around
the country, and Toyota sponsored or
Determine tactics supported them all. Every aspect of the
The second step in the OBM process is to programme was crafted to reinforce the
build an execution strategy. After identify- belief that Toyota is an authentic partner
216 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008Savary
Figure 4 Photos of
FJ Cruiser Trail
Team Activation
2007
in the off-road world; from the high-end, agreed and easily understood framework
multi-tool premiums that were distributed of objectives cuts through much of that
to the technical trail-riding videos posted frustration, and provides an unemotional
on the internet. Even the staffing process basis for good creative decisions. For
was reversed; rather than hiring tradi- example, while building Trail Teams,
tional mobile marketing staff and training there was a consistent charge by the
them in off-roading, The Trail Teams client to focus on reaching the true
staff was recruited from existing off-road influencer in the wheeling community.
communities — and trained in mobile At one point, the agency partners raised
marketing. Throughout the programme, the understandable concern that the
FJ Trail Teams shared campgrounds with reach of the proposed programme might
the community, giving away BBQ food be too limited, with a relatively small
and putting on free movie nights — all number of impressions. Using the en-
activations that were hyper-relevant to gagement framework, the team was
this target audience. empowered to examine the explicit
Throughout the development of these programme objectives. They determined
tactics, the engagement framework was that touching fewer, but highly pas-
a powerful catalyst for communication sionate, influential consumers would
between client and agency. It is easy to better meet the stated objectives, rather
waste considerable time and money than crafting a programme that would
caught in frustrating back and forth reach a wider, but far less passionate and
conversations when creating these types emotionally involved audience. Because
of marketing actions. Having a mutually all parties had agreed upfront on
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 217Advocacy Marketing
Figure 5 New Objective New metrics
metrics developed Create advocates Do Inspire off-roaders to Advocacy index
share their passion
using engagement
Do around FJ Cruiser and Owner clubs established and
framework
Level V unite in person or via a owner events held
social network.
Emotional connection Feel Allow influential off- Affinity index
roaders to prove to
Feel themselves that Toyota Trail drives
Level IV and FJ share my values
and fit my lifestyle.
programme objectives, it was easy to of these new programmes. As discussed
converse about the goals of the launch above, crafting a programme which
and make the difficult trade-off decisions. sacrifices the number of impressions
As a result, there was a consistent, fast in order to achieve a deep emo-
and open dialogue between agency and tional connection was a difficult decision
client about specific tactics, without for both the client and agency. The
confusion or expensive and wasteful team needed to focus on accurately
reworking of the plan. capturing and reporting success against
Once it reached the marketplace, FJ the stated objectives, and intentionally
Trail Teams was everything new sponsor- evolve beyond the traditional ‘impres-
ship marketing should strive for: credible sions’ measurements that have long been
word-of-mouth messages were flowing, the staple of sponsorship discussion.
authentic viral content was being gener- This was the genesis of Toyota’s ROO
ated, communities were being created . . . measurement system. ROO measures
yet, even with all this success, the pro- how effective a given campaign has been
gramme could have been on the chop- in achieving that programme’s stated
ping block. The traditional, but outdated, marketing objectives. ROO acknow-
metrics of cost per drive and impressions ledges that, for some programmes, the
generated were not meeting the legacy number of logo impressions might be the
benchmarks. In order to justify the in- correct metric — for example, if that
vestment and measure the Trail Team’s programme is a Level I ‘See’, it should be
success, Toyota needed to evolve its tradi- focused on generating logo awareness.
tional approach to metrics and measure- But, if the campaign is focused on
ment. creating emotional connections with a
specific niche target, then the appropriate
Metrics and measurement — Return on metric for that campaign is a measure of
Objectives (ROO) the target’s change in emotional connec-
Once all parties have acknowledged tion. Metrics need to be built as the result
shared objectives, established relevant of a clear understanding of the pro-
platforms and activation programmes, gramme objectives. ROO also serves as an
there is a third step in the OBM process: alternative to the traditional ROI metric,
measuring and reporting the effectiveness which tries to attribute a set number of
218 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008Savary
FJTT progress report as of 9/11/07 Figure 6 Sample
Gate I Focus: Generate advocates,
Advocates, influence
Influence and act
Act OBM progress
● Realise a 30% increase in the advocacy index at Trail Team attended events vs. similar unattended control events. report
Create ADVOCATES/EVANGELIZE
CREATE advocates/evangelise ● Gate 1 (4- wheel events)
48% increase to date.
DO
DO
Level V
● Inspire FJ owners to host 4 owner events within a 12 month time period.
● To date, 26 owner events have been identified.
EMOTIONAL
Emotional CONNECTION
connection ● Realise a 30% increase in the affinity index at Trail Team attended events vs. similar unattended control events.
ents.
● Gate 1 (4-wheel events)
63% increase to date.
● Encourage 5,760 (13%) attendees to share in the trail run experience with the FJ Trail Teams.
FEEL
FEEL
Level IV
● Trail Teams have conducted 3,740 trail runs to date.
units sold to a given marketing pro- and sponsorship work — often better than
gramme. Instead of forcing marketers to traditional media channels. The only lin-
focus on immediate sales as a measure of gering question is how best to gather and
success, ROO allows marketers to court report the powerful ROO information.
consumers at each step of the purchase
process. Coupled with a clear engagement Return on objectives methodology
framework, ROO empowers marketers Everyone agrees on the objectives.
and agencies to justify the importance and Management and partners are onboard.
success of campaigns which are vital to There is a fantastic programme ready to
the brand and the consumer relationship, launch. For the first time, everyone
but which may have longer payback knows and agrees what success will look
horizons than the 60 or 90 days. like and how it should be measured. The
As previously mentioned, two primary final step is to design a methodology that
objectives were established for the FJ will allow accurate measurement of the
Cruiser during pre-launch brainstorming. programme’s ROO.
As seen in Figure 5, two new metrics One of the core ideas underlying ROO
were then designed to capture the is the concept of measuring change. The
progress and success of the programme for premise in OBM is that a group which
each objective. has been exposed to the given campaign
This new approach provides the oppor- will think, feel or act in a measurably
tunity to understand and report the direct different manner than a group which has
impact of the sponsorship discipline on not been exposed to that campaign. In
the consumer. In addition, because each order to test how a particular marketing
level of the organising framework has a action is impacting a group, it is helpful to
maximum of five metrics, the overall have data on both the group that has been
number of metrics is limited to a few impacted (test), and a group which was
easily understood and repeatable key in- not exposed (control). After collecting
dicators. Once management knows and this information it is a relatively simple
understands that limited set of measures, process to compute the difference in the
the challenge of constantly proving return responses. If the sample selection is done
is over. Engagement marketing profes- well, researchers should be able to at-
sionals are finally able to demonstrate tribute the delta between the two group’s
consistently that engagement marketing opinions to the marketing message. This
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 219Advocacy Marketing
Table 1: Questions and results for FJ affinity index
IV: Emotional connections Control events Test events % change
Auto manufacturers supportive of lifestyle as a . . . (unaided)
Toyota in top three mentions 34 66 94
Toyota not in top three mentions 66 34 –48
Statements about Toyota and FJ: agree/disagree (scale: 1–5)
‘Toyota is a brand I trust’ 3.2 4.0 25
‘Toyota supports my lifestyle as a . . .’ 2.7 3.8 41
‘FJ Cruiser suits my rugged lifestyle’ 2.6 3.7 42
‘FJ Cruiser is tough like me’ 2.4 3.5 46
‘Toyota enhances experience at events important to me’ 2.3 3.7 61
‘FJ Cruiser suits my personality’ 2.5 3.4 36
can be done in many ways: test and Toyota and FJ Cruiser, their affinity
control groups, pre- and post-, even self- and likelihood to advocate. The results
reported shifts. Ultimately, marketing suc- showed an astonishing impact on the
cess occurs when a change in beliefs, consumer and a clear return for Toyota.
knowledge, affinity or advocacy can be Figure 6 illustrates a standardised
directly correlated with exposure to a progress report showing these powerful
specific campaign. results. Easy to understand reporting is
There are many ways in which to another benefit of clearly defined
capture data. Properties self-report atten- objectives and metrics.
dance and interaction figures. Activation
partners track traffic in the created Level IV — Emotional connection
footprint. Clever programmes include When FJ Trail Teams sponsored and ac-
photo opportunities and data capture tivated an event, off-roaders reported a
elements. There are third-party audits and nearly 63 per cent lift in the affinity
research partners as well. Each of these index, when compared with attendees
can have a role in measuring ROO, of at similar unsponsored and unactivated
course, depending on which category the events. Affinity index questions focus on
programme’s objectives fall into. FJ Trail measuring if the target believes this brand
Teams, as a Level IV/V programme, is relevant to them and shares their values
utilised two distinct methodologies: on- (see Table 1). The second Level IV new
site research and the activation agency’s metric — authentic trail drives — was
self-reported results. measured and reported by the on-site
FJ Trail Teams utilised a test and control activation partner.
model. The research partner chose three
pairs of events, which were similar in Level V — Create evangelists
demographics, region and event type. The change in advocacy index that resulted
Trail Teams activated at three of the from an FJ Trail Teams activation was
events and did not activate at their paired an impressive 48 per cent lift based on
counterpart. At all six events, participants the questions shown in Table 2. This
were surveyed about their feelings for weighted index is geared towards self-
220 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008Savary
Table 2: Questions and results for FJ advocacy index
V: Advocacy Control events Test events % change
Likelihood to act (scale: 1–5)
‘Recommend any Toyota 4⫻4 to friend or relative’ 2.9 3.8 31
‘Recommend FJ to friend or relative’ 2.4 3.7 54
‘Attend FJ Cruiser event’ 2.3 3.4 48
‘Post positive news about FJ on forum or blog’ 1.9 3.3 74
‘Start a conversation about FJ Cruiser’ 2.3 3.2 39
‘Start my own FJ Cruiser group or event’ 1.5 2.1 40
reported likelihood to act, rather than a shift their social networks to create and organi-
in perception or emotion (see Table 2). cally promote this owner event. This
Toyota was delighted with these lifts. amazing display of advocacy yielded an
These results clearly demonstrated that the owner event with 426 people represent-
programme was working and that it was ing four countries, 33 states and two
achieving both the stated FJ Cruiser ob- provinces in attendance — and 186 FJ
jectives and increasing consumers’ belief Cruisers (see Figure 8). The organisers
in the credibility of the overall Toyota recently announced the dates for an even
brand — a nice ‘halo’ effect back to the bigger and better Second Annual FJ Sum-
parent nameplate. mit (see Figure 9).
The power of Level V new metrics Toyota used these new metrics —
goes beyond these survey-based questions. change in affinity index, advocacy index,
Level V programmes are created in order authentic trail drives delivered and owner
to inspire an individual actually to do events held — to accurately and satisfac-
something — blog, comment, start a torily measure and report the power and
conversation etc. As a result, Level V success of the FJ Cruiser Trail Teams.
metrics are often independently observ-
able. In this instance, the programme
had an important, directly recognisable, CONCLUSION
new metric: the number of people who Toyota reached new heights with the FJ
formed owner clubs and created new FJ Trail Teams campaign. Customers exposed
owner events within a 12-month time to trail teams respond with ‘Toyota’ 75
period. Success was set at five new owner per cent more often when asked what
clubs and four FJ owner events within a brand they would consider as their next
year of the launch. vehicle purchase. Walking the floor at a
The team initially felt this was a tall recent off-road expo in Southern Califor-
order, but has been astounded to learn of nia, it was clear that the aftermarket
over 25 FJ Cruiser owner events as at the community and off-roading consumers
time of writing (October 2007). The most alike have embraced the FJ. There were
inspirational of these was the First Annual equally as many FJ Cruisers as Jeeps on
FJ Summit, held in Ouray, Colorado (see display at this hardcore consumer show
Figure 7). Toyota watched with delight as less than two years after the product
an independent group of owners created introduction. Ultimately, sales are strong
a community, put up a website and used in all regions for a niche product that was
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 221Advocacy Marketing Figure 7 Screen capture of FJ Summit 2007 (www.fjsummit.org homepage) Figure 8 Group photo of the First Annual FJ Summit, July 2007, Ouray, Colorado 222 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008
Savary
Figure 9 Screen
capture of FJ
Summit 2008
(www.fjsummit.org
homepage)
launched to a sceptical audience with finally, employing a standardised research
no television or mass print support. In methodology. When employed correctly,
the autumn of 2007, Toyota produced a this framework empowers marketers to
Trail Teams Special Edition in honour of focus on delivering creative and effective
this outstanding marketing effort. The solutions to their marketing challenges.
FJ launch team was successful in utilis- The marketing task has changed.
ing the emerging field of engagement Potential customers must be engaged in
marketing in a central strategic role to a relationship long before they are
break through the clutter and confusion in-market. They must be wooed gently,
of modern marketing messages. with relevant messages and carefully
Modern marketing necessitates the structured opportunities to interact. If the
blend of art and science. FJ Trail Teams courtship is successful, the response of
illustrates how an innovative, powerful, modern consumers is breathtakingly
consumer-facing programme must be powerful. They will go far beyond
built on a structured framework of clear, purchasing a product — they will blog,
repeatable processes and disciplined post, vlog, connect, talk, campaign and
measurement strategy. The OBM process even market on the brand’s behalf. Yes,
begins by first setting clear objectives, the challenge is harder, and the stakes
then developing resonate tactics, establish- are higher, but the rewards are also
ing clear performance metrics and, greater.
HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1. NO. 3. 211–224 APRIL 2008 223Advocacy Marketing
APPENDIX: ENGAGEMENT FRAMEWORK
Name Level Title Example Colour key
Do Level V Create advocates Key — inspire to action
‘evangelise’ Brand promoter/owns the brand
Feel Level IV Inspire emotional Shared value
connection This brand is like me
Sentiment
Trail rides
Understand Level III Educate Product features
Brand attributes/personality
Capabilities demonstrations
Ride-n-drives
Touch Level III Interactions W/footprint
W/specific experiences
W/static vehicle displays
Shuttle type drives
See Level I Impressions On site/signage
Advertising/logo placement
PR/media
Web/direct
䉷 Jennifer Savary, 2008.
224 HENRY STEWART PUBLICATIONS 1754-1360 JOURNAL OF SPONSORSHIP VOL. 1 NO. 3. 211–224 APRIL 2008You can also read
