What Is Account Based Marketing?

A growing number of B2B marketers are embracing account-based marketing (ABM) as part of their overall marketing efforts. ABM perfectly complements the traditional, short-term marketing goal of generating leads with efforts aimed at driving long-term revenue growth.

What is account based marketing?

In its simplest form, ABM is a strategy that directs marketing resources to engaging a specific set of target accounts. ABM doesn’t just call for alignment between sales and marketing teams – it forces teams to align because personalization at the account level requires sales and marketing to be in sync on account-specific messaging. The motivation? Higher revenues in a shorter time frame.

Instead of casting a wide net with their lead-generation efforts, marketers using ABM work closely with sales to identify key prospects and then tailor customized programs and messages to the buying team within target accounts.

Why would you want to practice ABM?

Even as buying circles are growing, marketing teams are feeling more pressure to directly impact revenue growth. It’s a core reason that the ABM approach is seeing significant uptake. ABM focuses you on relationships in your highest opportunity, highest-value accounts.

For instance, assume you sell an expensive SaaS product or consulting service. Rather than take a blanket approach – going after small businesses, SMBs, and enterprises – you might start by focusing on those accounts that have the highest need and the required budget.

By combining efforts and resources, marketing and sales can more efficiently engage and convert accounts. In fact, they gain the luxury of slowing down to develop a thoughtful approach that boosts the odds of driving engagement.

That well-considered approach matters at a time when buyers are increasingly insistent on outreach tailored to their business and even their personal interests within the business. ABM requires that marketing and sales engage each person on the buying team in a personalized way. A personalized approach is essential when aiming marketing and sales efforts at a few select, high-value accounts.  

Personalize well and buyers are more open to your outreach and less likely to ignore your content and communications.

Who does ABM benefit and how?

Some say ABM is most effective for B2B companies that sell to a few large key accounts or accounts of a certain size in a specific industry. Others argue that ABM can work for B2B organizations of any size, as long as the focus is on high-value accounts.

At a more granular level, ABM is a win-win-win for sales, marketing, and customers.

ABM perfectly complements the account-based approach sales teams have embraced for years. With the dedicated involvement of marketing, sales teams can better personalize their outreach. Nurturing targeted members of the buying committee with appropriate marketing messages tends to speed up the sales process, allowing sales to achieve better close rates while closing bigger deals faster.

Marketing benefits because sales sees the marketing team as a trusted ally on a strategic mission. Rather than deliver leads that languish, marketing works in tandem with sales on a defined list that both teams agree make the most promising targets. In fact, 84 percent of businesses using ABM say it delivers higher ROI than other marketing campaigns.

A valuable by-product is that ABM enriches the marketing team with a much deeper understanding of the company’s overall target audience. Marketing can apply their insight into what content and messages resonate to amp up the results of their other efforts.

Customers also benefit from ABM in the form of a better experience. Buyers prefer personalized interactions, and ABM delivers just that. Serving targeted content and messages that resonate takes up-front work, and customers will recognize and appreciate this – and the fact that you don’t waste their time with ones that are off the mark.

How to align sales and marketing around an ABM strategy

Getting sales and marketing working as a cohesive account team is the ultimate secret to success. Without that alignment, your target accounts will suffer through a fragmented experience as marketing and sales trip over each other, rather than pave the way for each other to effectively engage with key decision makers.

Success starts with clear communication between your sales reps and marketers, and continues as both groups execute their part of the strategy throughout the buyer journey. Agreeing from the get-go on the ultimate goal of the ABM program helps marketing and sales get in sync and figure out the most fitting target accounts and the best strategy for reaching and engaging them.

While the top objective is to land new accounts or expand business with existing ones, marketing and sales should define smaller goals that align to the bigger goals. These stepwise goals can include:

• Pinpointing a higher number of decision makers within each account
• Securing a greater number of senior-level appointments/meetings
• Accelerating the sales cycle
• Encouraging higher customer loyalty or reducing churn
• Closing a higher percentage of large deals
• Boosting revenues within existing accounts

Creating an account based marketing strategy

When marketing and sales share a similar mindset – how to target and land accounts – they can collaborate around a common goal. The first step is co-developing an ABM strategy so sales and marketing can work together as parts of a joint “account team.”

At a high level, this means marketing focuses its budget on the accounts that sales deems most important. Sales and marketing agree on common goals, messaging and content, how to execute, and metrics to evaluate success. Let’s walk through the core steps of developing an ABM strategy.

Step 1: Identify high-value accounts

Analyze your existing customer base to identify the ones that fit your definition of an ideal customer. While this definition can vary based on nuances such as industry and other overarching descriptors, it often boils down to the most profitable, long-term, happy customers who are a pleasure to work with. In other words, they’re a strong fit for your company, enjoy success with your solutions, and deliver the biggest lifetime value.

Keep an eye out for the existing accounts that have shown openness to expanding their footprint with your company, along with new accounts that satisfy your strategic criteria. For new accounts, you might answer the question “Does this account have an urgent need we can address and that would compel it to spend $X amount?”

Step 2: Map individuals to accounts

In any B2B deal involving a significant purchase, your marketing and sales teams will need to help drive consensus among the key stakeholders. Your first step is identifying those who can wield influence on the final buying decision. These are the committee members you need to engage and persuade to take action.

For example, let’s say a company selling marketing software is identifying key decision-making roles within select accounts. The list of individuals might include the CMO, digital marketing managers, CIO, and CFO.

Just remember: Individual contacts are important, but in the context of the entire account. In other words, you need to connect the concerns and needs of each person on the buying committee back to the strategic objective of their company. Your main goal when engaging each stakeholder is to help drive consensus for a purchase decision.

Step 3: Define and create targeted campaigns

Once you’ve chosen your target accounts and individuals, you need to develop personalized campaigns designed to resonate with them. Keep in mind that building and nurturing relationships is central to a successful ABM program. You’re most likely to succeed by providing valuable consultation and education, all mapped to the account’s buying cycle.

It starts by aligning your messages and content with the interests, needs, and challenges of each account and key stakeholder. Ideally, you should develop a unique value proposition and relevant content for each stakeholder that influences a buying decision.

Bake ample thought leadership content into your content plan:

1. Understand what stakeholders believe. Start with research into the existing state of the conversation, so you can meet your reader where they are.
2. Develop and articulate a well-informed point of view. Make a strong case for your position, and make it clear that you have the authority to take a definitive stand.
3. Frame your story in terms of value delivered. Back up your viewpoint with real-world examples that demonstrate your ideas in action.

If your messages and content are on point, buying committee members might share it with their colleagues. Truly personalize the message for each individual within an account. Doing so, you instill confidence in your company as a trusted advisor and partner that has done its homework and is providing useful information and guidance.

Step 4: Pinpoint optimal channels

To reach your target accounts and the key stakeholders, figure out which channels they use most to research trends and solutions. This may vary by role or even industry, so don’t assume you can apply a one-size-fits-all approach here.

Step 5: Develop a strategic playbook

To clarify roles and responsibilities, put together a playbook that outlines who does what and when. Specify the tactics that both marketing and sales will use to engage contacts within accounts and drive interest and action. Give this meaning by designing a campaign cadence that maps each communication/outreach with the appropriate channel and message or content.

Step 6: Execute your campaigns

Marketing and sales engage with accounts on an individual level using a personalized strategy that makes sense for each contact. Campaigns can include an array of tactics, including email, special events, direct mail, ads, and more. Since relationships drive ABM strategy, use that to guide your outreach.

For example, maybe a specific team member reaches out because they went to the same college or share the most professional connections with the contact. That team member can then make introductions to the team member who owns the account.

Step 7: Measure and optimize

Measuring ABM results is different than measuring the impact of standard lead-generation tactics. Marketing and sales are jointly accountable for driving pipeline and revenue when it comes to ABM. You care about moving accounts – not individuals – through the purchase process.

In addition to tracking account engagement, tally opportunities created, along with closed-won deals and their value. Give your teams enough time to generate results – in line with the typical purchase cycle – and then adjust your strategy and tactics as necessary.

Types of account based marketing

ITSMA is widely credited with pioneering the ABM approach in the 2000s. Along the way, it has identified three ABM approaches companies take: strategic, lite, and programmatic.

Strategic ABM

This approach is executed on a one-to-one basis, typically for highly strategic accounts. Relationship-building is a core focus of strategic ABM. As a result, this approach relies heavily on personalized marketing campaigns that demonstrate an in-depth understanding of the target account.

ABM Lite

The ABM Lite approach makes it possible to pursue ABM at scale. In this version, the focus is lightly personalized/customized campaigns aimed at a small group of like accounts. For instance, accounts of a similar size facing comparable challenges and pursuing analogous initiatives might get the same messaging and creative.

Programmatic ABM

You could say programmatic ABM combines strategic and lite ABM by calling upon the latest technologies to tailor marketing campaigns for target accounts at scale. Usually this approach goes hand in hand with a focus on a certain horizontal or vertical segment.  

You might find it makes sense to use just one approach or a mix depending on your business and the sophistication of your ABM program.

Account based marketing vs. inbound marketing

Some marketers wonder whether they should dedicate their resources to ABM or inbound marketing. But it’s not an either-or decision. Both are core practices in the modern marketing toolbox. And they actually complement one another.

While you are engaging individuals within target accounts with personalized content and interactions through outbound methods, you can reinforce your messages with your online presence calling upon best practices for inbound marketing. In other words, you are trying to attract your target accounts through helpful, relevant content. You may even gain a new target account through your inbound marketing efforts – one that perfectly fits your definition of an ideal customer but was overlooked as you pulled together your target list.

Since your inbound success depends on your content being found online, you need to develop your content with search engine optimization (SEO) in mind. Many B2B organizations also find it effective to amplify their content reach using online ads.

Account based advertising

With account-based advertising, you proactively choose who should see your display ads. To that end, every account-based marketer can take advantage of LinkedIn Account Targeting. After you upload a list of your target companies, Account Targeting matches them against the 13+ million Company Pages on LinkedIn.

At scale, you can get in front of key stakeholders across target accounts with ads tailored to their role and stage of the buying cycle. For your initial outreach, you can use LinkedIn Sponsored Content campaigns to display relevant content to a select audience segment. Then through Sponsored InMail, you might directly reach out with a short message from a sales rep with a personalized offer.

While you can reach any stakeholder using account-based advertising, it’s especially valuable for engaging the decision makers who aren’t actively conducting purchase research for the solution in question. Think the CFO or Procurement Officer. Account-based advertising is a relatively inexpensive way to expand your reach within your target accounts.

In a pilot of LinkedIn Matched Audience campaigns, marketers saw an average 32 percent increase in post-click conversion rates and 4.7 percent drop in post-click cost-per-conversion.

Common barriers to ABM success

While it takes a concerted effort and up-front work to launch an ABM program, success is within reach for every B2B organization. So why do some companies struggle to unlock their full revenue potential via ABM?

Failure to align on the right target accounts

It’s a given that if marketing and sales don’t agree on the same target accounts, all the promise of ABM goes out the window. ABM works largely because of the combined power of marketing and sales hyper-focused on the accounts with the highest potential. Fail to get in line on this foundational element of your ABM program and all your other program tactics will be for nothing.

Lack of accurate shared data

Calling upon a shared source of data about target accounts goes hand in hand with identifying the right target accounts. According to InsideView, 43% ranked lack of accurate/shared data on target accounts is the top challenge to sales and marketing alignment. If marketing is turning to its marketing automation system of record while sales consults CRM to pinpoint target accounts, it’s no surprise the two groups are out of sync.

Check out our recent post for ways you can align around your target audience and knock down these barriers to success.

Unrealistic expectations

If you’re hoping your ABM program will transform the buying cycle and your revenues overnight, you’ll be sorely disappointed. Rather than expect miracles, set realistic goals. Until you smooth out all the wrinkles and your ABM program kicks into high gear, you’re far more likely to see incremental improvements rather than mind-blowing results. As long as you maintain an upward trajectory, you’re on the right track.

Examples of account based marketing in action

A number of new tools and technologies on the market have made ABM more practical by enabling marketers to deliver targeted messages with improved precision. As we previously mentioned, LinkedIn has a targeting capability that helps support ABM: LinkedIn Account Targeting.  

LinkedIn Account Targeting enables marketers to engage the accounts that matter most to their business by tailoring their LinkedIn Sponsored Content and LinkedIn Sponsored InMail campaigns to a list of top priority accounts, and then layering profile-based targeting, such as job function or seniority, to put their content in front of the right people in a particular organization.

If you’re looking for more inspiration, look no further than these examples of marketers who have used LinkedIn to drive ABM success.

Genesys uses ABM to drive 60% of net-new leads

When the Genesys digital marketing team needed a solution to underpin their newly launched ABM program, it chose LinkedIn. As Bhavisha Oza, Director of Digital Marketing for Genesys, says, “LinkedIn, with its massive professional network, was unique, as it offered an ABM program targeting IT and support functions, our core buyer personas.”

Using LinkedIn’s highly accurate account targeting capabilities and LinkedIn Sponsored Content, the team ran campaigns that put their brand in front of the target audience. Thanks to a combination of targeting and optimization, the team’s ABM efforts have yielded encouraging results, with 60 percent of all leads generated being marketing-captured, or net-new leads.

ServiceNow captures 100% of form fills using ABM

In support of its ABM strategy, ServiceNow used LinkedIn’s targeting capabilities to deliver content to niche decision makers within select accounts. “We haven’t seen any other solution that is able to give us that level of targeting,” says Suma Warrier, Manager of Customer Acquisition and Personalization for ServiceNow. Once it noticed a high percentage of LinkedIn traffic was coming via mobile, ServiceNow integrated Lead Gen Forms into its campaigns. The company saw stellar outcomes, including a nearly 100% improvement in form fills by using Lead Gen Forms.

SalesLoft reduces cost-per-conversion by nearly 50% with ABM

Every quarter, SalesLoft’s marketing and leaders agree on account list tiers. Then the company uses account targeting and contact targeting to run ABM campaigns designed to engage decision makers at the prioritized accounts. By using ABM and LinkedIn to connect with prospects on a deeper level, SalesLoft has cut its cost-per-conversion (CPC) nearly in half.

Spigit converts a higher percentage of leads into revenue with ABM

While a lower CPC is cause for celebration, the real proof of success is revenue generation. Spigit used LinkedIn’s targeting capabilities and LinkedIn Sponsored Content to run a series of ABM campaigns. The results far exceeded LinkedIn’s benchmarks, with an overall lifetime click-through rate (CTR) of 0.517%, with an engagement rate of 0.567%. According to Lin Ling, Growth Marketer at Spigit, “LinkedIn has been, by far, the best channel for generating quality leads that convert, helping us exceed our revenue goals and achieve 7X ROI.”

10 Marketing experts define account based marketing

Marketers can learn how to bolster their ABM efforts – or implement a new program – by studying other marketers who are ABM leaders. We asked 10 ABM experts to share their definitions of account-based marketing, which can provide some insight of how they put it into practice. Share their words of wisdom with your colleagues should you need to inspire them to get on board with ABM.

Account based marketing is more targeted and personalized versus spray and pray, where you’re just trying to capture anyone in your net. You’re being very specific about who you want to talk with, and it’s a way for sales and marketing to align on the target.

                            -- Meagen Eisenberg, CMO, MongoDB

In its purest form, account based marketing has been around forever. Account based marketing is simply instead of fishing with nets, we’re fishing with spears. You identify exactly the prospects you want to do business with and then you market very precisely and narrowly to them directly. I think we have a renewed interest in ABM now, because there’s an advancement in tools and technology that make it a little easier to execute – but the idea of doing target account selling and target account marketing is not new.

                            -- Matt Heinz, President, Heinz Marketing

Our definition of account-based marketing is just good marketing. If you only had one prospect to sell and market to, you would treat them with the same principles as outlined in ABM. It’s just aiming at a more well-defined area of that funnel, and treating your best buyers in a much more personal way. And we’re focusing on not only the lead but the account as a whole.

                            -- Justin Gray, CMO, LeadMD

To break down walls between sales and marketing, ABM is pretty close to a silver bullet in that it aligns programs’ dollars and focus behind the accounts that the sales teams cares about. So there's inherent buy-in. That said, ABM is only as good as your visibility into your highest potential accounts and best-fit customer segments, which gets clearer over time. So it’s most effective when deployed as part of a comprehensive set of targeting strategies.

                            -- Dave Karel, Principal, OutLeap Marketing 

Account-based marketing is thinking of the account as a market of one. It’s about being laser-focused on their needs and deploying the most effective marketing tactics available to nurture value-added, pervasive conversations with key stakeholders. This is the place where marketing and sales are at their closest, brought together by common goals and a crystal clear understanding of what success looks like.

                            -- Nick Panayi, VP, Global Brand, Digital Marketing & Demand Generation, DXC Technology

I define account-based marketing as total marketing and sales alignment around who are target customers and the efforts to go get them. They align with the same outcome in mind: to get a specific account as a customer.

                            -- Dave Rigotti, VP of Marketing, Bizible

ABM to me and to CSC is treating a single account as a market of one, and within that marketing of one we’re looking to customize our marketing activities and message in close collaboration with our sales team – and not just down to a buying center or persona but right down to the individual.

            -- Dorothea Gosling, Director, Marketing Programs, Pursuits & ABM, DXC Technology

Account Based Marketing is a strategic approach that coordinates personalized marketing and sales efforts to open doors and deepen engagement at specific accounts.

                            -- Jon Miller, CEO and Co-Founder, Engagio

Instead of leveraging a set of broad-reaching programs designed to touch the largest possible number of prospective customers, an ABM strategy focuses marketing and sales resources on a defined set of targeted accounts and employs personalized campaigns designed to resonate with each individual account. With ABM, your marketing message is based on the attributes and needs of the account you’re targeting.

                            -- David Cain, CMO, PlanGrid

Account based marketing is focused B2B Smarketing. I say “Smarketing” because ABM is all about focusing on the right accounts in collaboration with sales. ABM is not a solo activity. It's the combination and range of activities from advertising, direct mail, calls, emails, content — all centered around the ideal set of accounts that you believe has the need for your solution. It's quality over quantity in its most basic form.

                            -- Sangram Vajre, Co-Founder and Chief Evangalist, Terminus

BEAUTY SQUAD| L’Oréal

With the majority of the world’s leading brands investing more heavily in influencer marketing, the risk of these celebrities losing their authenticity and in turn their ‘influence’ is growing.

Taking this into account, L’Oréal veered in a different direction to its competitors. Having uncovered that sponsored blog posts were producing more of a return than most other mediums and channels, the L’Oréal team turned to micro-influencers, signing up five British beauty bloggers to create content on an ongoing basis as it looks to “craft a different type of relationship” with influencers.

The Beauty Squad campaign is steeped in consumer perceptions insights that prove the appreciation their consumers have for more authentic brand experiences.

“Consumers will walk away from influencers that have been bought by brands, where there is no story behind it or are doing just one-offs”, L’Oréal’s UK General Manager Adrien Koskas told Marketing Week. “It depends on us being the biggest beauty brand in the UK to craft a different kind of relationship.”

“When it comes to influencers, we want to shift the industry towards something that is more genuine.”

WHY BEAUTY INFLUENCERS ARE L’ORÉAL’S SECRET WEAPON

World leading beauty company, L’Oréal, have devoted themselves to beauty for over 100 years. They are present across all distribution networks and have the digital marketing to match. The beauty brand are not only innovative in their cosmetics line, but also in their marketing strategies. In recent years, they have used technology to their advantage. The company soon formed bonds with beauty influencers and took on a team of long-term ambassadors.

This influencer marketing strategy is L’Oréal’s secret weapon…

WHAT IS THE ‘BEAUTY SQUAD’?

The ‘Beauty Squad‘ is L’Oréal’s team of beauty influencers (vloggers and bloggers) that undertake the role of long-term ambassador for the brand. In September 2016, it was announced that the squad consisted of: Emily Canham, Kaushal, Patricia Bright, Ruth Crilly and Victoria Magrath. After positive reception, Lydia Millen, Ling KT and Amena were added to the ‘Beauty Squad’ in July 2017.

The squad have an impressive combined viewership of 6.35 million on YouTube and over 5 million followers on Instagram.

General Manager of L’Oréal Paris UK, Adrien Koskas, commented on their new marketing technique and why they chose the influencers they did:

“We strive to connect and engage with our consumers via all touchpoints. We’ve chosen to work with key influencers who are true advocates for our brand and who will speak with sincerity to their audience.”

WHY DO L’ORÉAL USE BEAUTY INFLUENCERS?

According to Influencer Marketing Hub, an influencer is: an individual who has a following in a particular niche, which they actively engage with. The beauty squad of L’Oréal are all well-known for their niche – beauty. Each of the members specialise in one or more of the three categories L’Oréal represent: hair, skin care or make-up.

A significant interview took place with Koskas (GM) for Digiday UK where he revealed why they use beauty influencers. He disclaimed that L’Oréal have always been known for their campaigns featuring celebrities and expert spokespeople. However, “influencers have a different value because they are the voice of consumers“. He continues:

“Through them, we can reach communities we couldn’t reach before, and make the face of L’Oréal Paris more inclusive.”

Further to this, he added that they receive live feedback from the influencers. Part of the ambassador relationship involves the beauty squad visiting the labs where L’Oréal create and test their products. The squad have their say in the creation of the products which is beneficial for the brand.

The purpose of working with influencers is to better inform potential consumers about the brand, its products and its values. It also encourages higher levels of engagement.

WHAT DOES INFLUENCER MARKETING LOOK LIKE IN ACTION?

Across all social media platforms, the beauty squad boast their partnership with the No. 1 beauty brand. In action, influencer marketing in the beauty industry looks like this:

HOW HAS DIGITAL MEDIA AFFECTED L’ORÉAL’S MARKETING?

Since reportedly doubling their investment in digital channels to 30%, L’Oréal has seen a meaningful impact on sales.

The beauty brand jumped on the bandwagon of social media marketing almost immediately after its release and have been big on the platforms. They “need to own the conversation and drive interest in the market” according to Williamson.

When TV and print ads were no longer enough to draw attention to new product launches, the beauty brand turned to digital media.

Always one to lead the trends, L’Oréal invested a lot in working long-term with the beauty influencers. Instagram and YouTube have been the most popular platforms driving sales and engagement.

HOW HAS THIS MARKETING TECHNIQUE CHANGED THE BEAUTY INDUSTRY?

It’s no doubt that influencer marketing has a bad rep. People will see influencers posting one off sponsored posts for brands and feel negatively towards it. It’s all do with how ‘forced‘ an ad looks. With L’Oréal, it’s different. The brand focuses its attention instead on forming long-term human relationships with their influencers.

As a result, sponsored content deriving from the brand gains positive responses. The beauty influencers only post about a product if they genuinely love it and want their audience to know about it.

Despite some controversial comments, all posts are genuine and honest and the influencers still have their independence. They are not tied to L’Oréal in a way that they can’t use or sponsor other brands. That is what makes this marketing technique to real and trustworthy.

This marketing strategy has been revolutionary, with many brands following suit. I would therefore say that it has changed the beauty industry in a very positive way.

Little Veggie Shop| Pret A Manger

This innovative Pret campaign that launched in April 2016 is notable not only for its originality, but for its refreshingly creative and low-budget approach to marketing.

Using the power of consumer insights to fuel their thinking, the inventive in-house creative team conducted research that revealed a shift in consumer attitudes towards healthier foods, having seen a double digit sales increase for healthy vegetarian options in 2015.

Basing its marketing around this insight, the team launched its first standalone vegetarian pop-up shop to give their clientele exactly what they were looking for.

Relying almost exclusively on in-store advertising and social media to expand their reach, the campaign proved the power that lies in listening and responding to your audience.

Pret’s sales of vegetarian food achieved a 13.9 per cent increase in sales to reach £676.2m last year, with the campaign leading to the rollout of more permanent sites. Group Marketing Director, Mark Palmer says:.

“If customers are good enough to give you their time, you need to listen.”

“Marketers find it hard to listen, they usually have their minds already made up. That is a mistake because if customers want to be part of your brand, you need to take them seriously.”

Pret A Manger's vegetarian products boost sales

• 19 April 2016

Image copyrightGETTY IMAGES

Coffee and food chain Pret A Manger says demand for its vegetarian products helped to lift sales last year.

Total group sales rose 13.9% to £676m in 2015, with like-for-like sales - which strip out the impact of new stores - up 7.5%.

Underlying earnings at the chain rose 14.4% to £84.2m.

Pret said it was continuing to adapt its menu to meet the demand for healthy options and it is planning to open a vegetarian "pop up" shop this summer.

In the UK, sales of vegetarian products showed double digit growth last year. Avocado was the ingredient that saw the biggest rise in demand.

Clive Schlee, chief executive of Pret A Manger, told the BBC: "Demand for vegetarian foods is growing faster than for meat, but meat remains an important part of the diet.

"We are encouraging vegetarianism because we want to give meat eaters more options. I think vegetarian foods could look better and be better."

Image captionPret's customers ate five million avocados in 2015

The chain said coffee remained an important area of growth, with customers buying 1.5 million cups a week from its global network of shops.

It said it had seen an increase in demand for breakfast-on-the-go, with 58% of sales occurring outside lunchtime.

International appeal

The US was Pret's fastest growing market last year, achieving a 13.8% increase in like-for-like sales.

Pret opened 36 new shops last year - 23 were in the UK, six in the US, four in France and three in Hong Kong.

These included locations at major transport hubs such as Penn Station in New York, Nice Airport and Gare de Lyon station in Paris.

The company said it created 763 jobs worldwide, with 500 of them in the UK.

Clive Schlee said the chancellor's National Living Wage had meant a 5% increase in the company's wage bill, but he said they were committed to paying above their competitor's rates to keep their staff fully engaged in the business.

Sportengland.org| This Girl Can

The award-winning ‘This Girl Can’ campaign, which first launched in January 2015, set out to encourage more women to play sports, challenging the common perceptions of women that they constantly need to conform to the unrealistic standards set by the media.

The nationwide campaign was born from the discovery that the numbers of men playing regular sport far outweighed that of women by every measure (two million fewer 14 to 40 year olds in total), despite the fact that “75% of women would like to do more.”

With insights revealing that “millions of women and girls are afraid to exercise because of fear of judgement”, Sport England saw an opportunity “to get women and girls moving, regardless of shape, size and ability”, by telling the real stories of women who play sport, in direct opposition to the idealised and stylised images of women we usually see.

Achieving national success, the campaign’s flagship film was viewed by over 13 million people, and resulted in almost 150,000 women becoming regularly active in England since its launch.

“The figures on participation are crystal clear”, says Sport England CEO Jennie Price.“There is a significant gender gap, with two million more men than women exercising or playing sport regularly.”

“I believe we can tackle this gap, because our research shows that 75% of women would like to do more.”

We’re the Superhumans| Channel 4

http://wearethesuperhumans.com/

This inspiring campaign, launched by Channel 4’s in-house creative agency, 4Creative, to advertise the 2016 Rio Paralympics, is an ideal example of marketing that works, developed from a deep understanding of their audience.

In the lead up to the event, having conducted extensive research into athlete perceptions and audience attitudes, the marketing team launched a campaign called ‘Freaks of Nature’, challenging the perceptions of disability in sport, soon to evolve into the follow-up campaign entitled ‘Meet the Superhumans’.

Veering away from convention, the campaign portrayed Paralympians in a new light, as fearless ‘superhumans’ as opposed to people to pity.

Dramatically changing the way their audience viewed disabled athletes, 64% of viewers stated that the Channel 4 coverage had had a favourable impact on their perceptions of people with disabilities, with 82% agreeing that disabled athletes were as talented as their able-bodied counterparts.

Winning a number of national and international awards, the campaign quickly became the second most shared Olympics-related ad of all time on social media.

“One of the main challenges we faced was overcoming the indifference people felt towards the Paralympics”, says 4Creative Business Director, Olivia Browne. “One of the key ingredients to the idea’s success was the single-minded belief that the Paralympics did not have to be second best to the Olympics and could have its own voice, swagger and attitude.”

Agency: 4creative
Client: Channel 4
Award: Black & Yellow Pencil / Film Advertising Crafts / Direction for Film Advertising, 2013

Channel 4's live broadcast of the opening ceremony on the night of August 29 2012 was watched by 11.8 million TV viewers - its largest audience in ten years. The campaign also successfully raised awareness and understanding of disability in sport and helped the London 2012 Paralympics become the first Paralympic Games to sell out.

When Channel 4 became official broadcaster of the Paralympics, just 14% of the population said they were looking forward to the event. By the time the event closed, 64%* of the population agreed that the Paralympics were as good as the Olympics - a figure that rose to 79% among those who had watched Channel 4's Paralympics coverage. Meanwhile, 69%* of viewers said it was the first time they had made the effort to watch the Paralympics.

Other findings underlined this attitudinal shift. By the games' end, 65%* of viewers felt Channel 4's coverage had had a favourable impact on their perceptions of people with disabilities. 82%* agreed that disabled athletes were as talented as able-bodied - 91% among those who had watched the coverage. 68% felt the coverage had had a favourable impact on their perceptions of disabled people in sport.

Meanwhile 'Meet the Superhumans' was widely-praised for its creativity and impact winning many national and international awards including a D&AD Black Pencil, four D&AD Yellow Pencils and a Nomination at D&AD Awards 2013.


Channel 4 set out to make its coverage of the London 2012 Paralympic Games the biggest event in Channel 4's history and, by doing so, take Paralympic sport to another level. The end result was a powerful and striking campaign at the heart of which sat a 90-second TV ad, 'Meet the Superhumans'.

This film presented a number of Paralympians in 'do or die' training mode with reference to background stories and a climax depicting the intensity of elite sport competition set to a rousing musical soundtrack. Showing Paralympians as powerful warriors rather than people to pity was a striking break with convention.

'Meet the Superhumans' was Channel 4's biggest marketing push in 30 years. The campaign's scale plus its attitude, energy and production values helped create an unprecedented atmosphere of anticipation and excitement in the build up to the games.

The broadcaster's live broadcast of the opening ceremony was watched by 11.8 million TV viewers - its largest audience in ten years. The campaign also successfully raised awareness and understanding of disability in sport and helped the London 2012 Paralympics become the first Paralympic Games to sell out.
The Story


"Working with a broadcaster like Channel 4 was an opportunity for the Paralympics' organisers to take Paralympic sport to a whole new level," says Channel 4 Chief Marketing & Communications Officer Dan Brooke.

Channel 4 has a public service remit set by parliament which requires it to be innovative, distinctive, represent alternative views and bring minority voices centre stage. As a result, its winning bid for the Paralympic broadcast rights was underpinned by a number of important commitments.

For example, it committed to significantly increasing broadcast coverage - it eventually broadcast 500 hours, 400% more than the BBC's Paralympic coverage from Beijing in 2008. It also pledged to make the games more accessible to a wider audience; ensure at least 50% of the event's TV presenters were disabled; and explain disabled sports in new and more engaging ways.

"We knew from the outset editorial and advertising would need to work hand-in-hand if we were to achieve our goal of representing the event and its athletes as elite and world class with unique ability beyond their disability," Head of Marketing James Walker adds. "The challenge was: how?"
The Strategy


An internal, cross-departmental team was assembled spanning marketing, editorial and Channel 4's in-house creative agency / production company 4Creative which develops and produces creative campaigns for Channel 4 programming. "As both the marketing team and 4Creative report to me, the relationship is more equal partners than client and agency," Brooke explains.

Research into athletes' perceptions and audience attitudes was commissioned to help inform from the outset the overall vision and tone for both Channel 4's Paralympic editorial coverage and marketing. On-going attitudinal tracking was also put in place to gauge shifts over time and help feed into the early stages of creative development.

In August 2010, two years before London 2012, Channel 4 broadcast a documentary called 'Inside Incredible Athletes' - its first Paralympic-themed programming. This was supported by a marketing campaigned called 'Freaks of Nature' designed to challenge perceptions of disability in sport and encourage viewers to question their own prejudices.

"The intention was to change people's attitudes and to do that we needed to take them on a journey," Walker says. "'Freaks of Nature' was intended to challenge by turning the meaning of the phrase on its head. The idea was that if great athletes are considered exceptional and different, why not apply the same standard to Paralympians?"

The concept and the attitude it encapsulated provided an important part of the foundation for the campaign that would become 'Meet the Superhumans.'


In late 2011, work began in earnest on the London 2012 Paralympic Games launch marketing campaign at the heart of which would be a TV commercial. "The commercial was always going to be the centrepiece because TV is the strongest medium," Walker says. "And TV is the best medium to sell TV."

4Creative's starting point was the idea that Paralympic athletes are 'superhuman' - an evolution from the 'Freaks of Nature' campaign. "The line is the idea - I can't separate the two," explains Tom Tagholm, Channel 4's former Network Creative Director, who conceived and directed the 'Meet the Superhumans' campaign. "I'll normally try to write a visual idea and end in a line that sums up the thought in a strong way. It's what happened here."

What was needed was a creative execution that would make people both watch and think again about what they were watching - to wonder at who would win, rather than wonder that a disabled athlete can compete at all.


Tagholm's idea was for a film depicting the pain and joy involved in the intense preparation for and participation in elite, world-class competition with reference to some of the Paralympians' back stories - an explosion, a car crash, a mum in hospital. Its success would depend on conveying the emotional intensity, energy and attitude of the athletes themselves.

A decision was made to shoot live sports footage at Paralympian test events and storyboard iconic shots which selected athletes would then be asked to recreate.

"One of the main challenges we faced was overcoming the indifference people felt towards the Paralmypics. One of the key ingredients to the idea's success was the single-minded belief that the Paralympics did not have to be second best to the Olympics and could have its own voice, swagger and attitude," says 4Creative Business Director Olivia Browne.

"We absolutely embraced the athletes: their stance, the ways they've adapted to their sport, the ways they use their bodies. We sought to capture their 'take us as we are' spirit in a way that hadn't been done before - to celebrate the ability beyond their disability."

Led by producers Gwilym Gwillim and Rory Fry, the 4Creative production team spent 16 days shooting Paralympians all over the country but only for limited periods of time due to their intense training regimes. At all times the emphasis was on the need to find camera angles that were new and felt special. "On some occasions up to ten cameras were used - a mixture of formats including Phantom, Alexa and Canon 5D," Browne adds. "We even invented rigs that didn't exist to get right to the heart of the action."


Striking the right balance in the created scenes between footage that was both natural and shot from the heart of the action was also a challenge. Meanwhile, the back story scenes were storyboarded then shot as a "flashback moment" that would appear only briefly to provide an emotional jolt in the middle of the film.

"I didn't know these scenes would come in the middle of the ad until I got a little way into the edit," Tagholm says. "It just seemed the right place to not dwell on or over-dramatise these moments, but ensure they are felt in a vivid way."

The importance of attitude and emotional intensity made 4Creative editor Tim Hardy's role critical. Pace was essential - each shot had to be high energy, with nothing slow or moody. It was about being unapologetic with every aspect of the production - including the choice of music. Which is why when early on in the edit Hardy suggested Public Enemy's 'Harder Than You Think' all involved agreed the fit was perfect.

"I wrote 'Meet the Superhumans' to a hip hop track and this is where we looked first," Tagholm explains. "'Harder Than You Think' has the energy and the swagger and happens to work lyrically so it's got a few things going for it."

What did the Judges Have to say about Meet the Superhumans?

Watch our D&AD Black Pencil Judging film to find out.


Throughout the campaign's development, Channel 4 was in regular and close contact with Olympic organiser LOCOG, the Paralympic authorities and local sports governing bodies as well as its own sponsorship partners: Sainsbury and BT. "The big discussion with our external partners was about the unconventional way we proposed promoting the sport," Brooke explains. "But we were confident in our approach and the knowledge that we had won the broadcast rights because of (not despite) our commitment to handling them in a Channel 4 way."

Another challenge was when to launch 'Meet the Superhumans' to maximise its potential impact, Walker adds: "The question was whether to start it before, during or after the Olympics. Before seemed the right option allowing us both more time to build reach and to show clearly that the Paralympics can be the equal of the Olympics."

So 'Meet the Superhumans' was mass-launched simultaneously across 78 TV channels on Tuesday July 17 2012 at 9pm to reach at least 50% of the UK TV audience in one fell swoop. The film was supported by a series of posters continuing the 'Superhumans' theme and a stunt - 'Thanks for the warm up' - in which Channel 4 used Twitter and outdoor media in the final days of the Olympics to thank that event for preparing the audience for the Paralympics.

Looking back, Brooke believes Channel 4 creative culture played a central role in the campaign's success. "Our remit to be innovative and distinctive is so deeply engrained when I turn down ideas it's more likely to be because they are too conservative," he says.

"Some might question whether a cross-departmental committee is the best way of developing creative ideas. But it works for us because more people in a room allows more stress testing and sharpening of ideas, not less. 'Meet the Superhumans' typifies the importance of being bold while staying true to your core brand values and demonstrates the value of taking a creative risk."

Tagholm agrees: "The thinking was to go big and never be apologetic. You can't do this in an organisation if people are scared."

Credit:

Channel 4 is proud to present the 3-minute trailer for the Rio 2016 Paralympic Games. Signed & Subtitled and Audio Described versions are available in the playlist. Download the track at http://wearethesuperhumans.com from Sat 16th July, with all profits going to the British Paralympic Association. Writers: Strouse/Adams Publisher: Warner/Chappell Music Publishing Ltd Hannah Cockcroft – ParalympicsGB Wheelchair Racer 00:32 Mel Nicholls – ParalympicsGB Wheelchair Racer 00:34 Joren Teeuwen - Netherlands Paralympics High Jumper 00:37 Matt Stutzman – USParalympics Archer 00:49 ParalympicsGB Wheelchair Rugby Team 1:00 & 2:24 Iaroslav Semenenko – Ukrainian Paralympic Swimmer – 1:26 Richard Whitehead – ParalympicsGB Athlete 1:27 & 2:09 ParalympicsGB Women’s Wheelchair Basketball Team 1:32 Piers Gilliver and Dimitri Coutya - ParalympicsGB Fencers 1.35 & 2:11 Ellie Simmonds – ParalympicsGB Swimmer 1:54 Libby Clegg – ParalympicsGB Sprinter 1:55 Sam Ruddock – ParalympicsGB Shot Put 1:56 Jody Cundy – Paralympics GB Cyclist 1:57 David Weir – ParalympicsGB Wheelchair Racer 1:57 Will Bayley and Kim Daybell – ParalympicsGB Table Tennis 2:07 Jessica Jane Applegate – ParalympicsGB Swimmer 2:10 Ali Jawad – ParalympicsGB Powerlifter 2:11 Natalie Blake – ParalmypicsGB Powerlifter 2:11 Micky Yule – ParalympicsGB Powerlifter 2:12 Chris Skelley and Jack Hodgson – ParalympicsGB Judokas 2.30