Case: A Business Case on Dell and AdPeople A new perspective on effectiveness

Transcription

1 Case: A Business Case on Dell and AdPeople A new perspective on effectiveness adpeople.com

2 index page 1. Executive summary... Page Introduction... Page The effective marketing function?... Page PC market in the UK... Page Dell... Page AdPeople s answers to Dell s challenges... Page Results... Page Summary... Page The future... Page BrandShare TM... Page Contact information... Page 20

3 1. Executive summary The purpose of this case is to put into perspective the concept of effectiveness within the marketing function. The case describes how Dell and AdPeople have developed an effective marketing function. A function which has produced continuous effective gains in market communication, in the marketing organisation, in the cooperation with partners and in the optimization of marketing processes. The case will demonstrate that the marketing function, in close cooperation with the agency, can deliver effective results in relation to business opportunities and problems. With the improvement in AdPeople s marketing efficiency, the relationship with Dell has developed over the past 6-7 years. The relationship began in 1999 with ad hoc tasks in the Nordic markets and has expanded to AdPeople now having responsibility for all of Dell s DM communication in Europe. The cooperation with Dell has been a learning curve starting in the good old fashioned way with chaos, lack of vision and work duplication, to today being an optimized marketing process. In 2005, the extent of cooperation covered: + 20 Pan European DM campaigns million tactical activities + 15,000 unique ad pages + 6,000 unique s + 40,000 unique banners To manage tasks of this magnitude requires that systems and management tools are developed and in place for Dell to build a uniformed and streamlined marketing process. For Dell, AdPeople developed the tool DellShare, which provides Dell with the technological platform for the introduction of Lean processes and improving organisation of the marketing function. This has led to the following key results: Internally: Reducing overall agency costs over 5 years by 50%. Reducing the number of agencies from 18 to 2 at European level. Reducing time to market by 60%. Halved the number of marketing management employees on Dell s European business. Externally: During the past five years, Dell have improved their market share in the European market by significant yearly growth rates in a very competitive market. Dell is by and large the only brand on the market which performs well in all product categories both in the private and business markets. The basis for Dell s great success in the PC market is to a large degree due to their business relationship with AdPeople on creative development of relevant and integrated communication as well as development and implementation of the DellShare marketing portal. The cooperation between Dell and AdPeople has made Dell Marketing in Europe a Lean marketing machine. A marketing organisation based on the recognition that effectiveness must be seen in a greater perspective, where both internal processes and external results are optimized to achieve Marketing efficiency and thereby the best possible ROI. 1

4 2. Introduction A business case on Dell & AdPeople A new perspective on effectiveness The purpose of this case is to put into perspective the concept of effectiveness in the marketing function. An effectiveness suitable both for the market orientated marketing activities and optimization of the internal processes in connection with marketing. more specific and describes the business working relationship between Dell and AdPeople a relationship which has solved many of the challenges, which both now and in the future are needed for an effective marketing function. The perspectivising aspects are illustrated via AdPeople s business relationship with Dell Computers Europe from the early start in 1999 up to today s extensive and integrated cooperation. The case begins with the debate on the marketing function and its challenges. Thereafter, the case becomes In order to provide a background on the results which Dell have achieved working with AdPeople in the past six years, an insight is given into: The PC market in Europe, Dell s business model and improved market standing as well as AdPeople s fulfilment of and role in Dell s challenges in Europe. Finally the case looks at the results achieved. Note: Dell s policy on business confidentiality is restrictive and hence any specific analysis data about Dell cannot be shown and is confined to other references or main conclusions. In cases where market data is shown in non-indexed format, such information comes either from generic or publicly available sources. 2

5 3. The effective marketing function? A changing marketing function The starting point for this case is the discussion on the challenges facing the marketing function. It deals with how the marketing function can live up to the overall business strategy and the financial demands made on a financially accountable and integrated marketing department. The marketing function is confronted with important challenges - effective gains must be brought about on an on-going basis in marketing communication, in marketing organisation, in cooperation with partners and optimisation of the marketing processes. The possibilities are manifold and there is no universal model for solving them. Instead it is about a combined optimisation of the value chain within the marketing function from strategy to operational implementation. Not just, as often seen, by focusing on purchasing costs without consideration for process optimisation. The requirements are first of all innovation, courage to search for new ideas and the use of experience and knowledge, in order for the marketing resources to be utilised effectively and to their full. This new thinking requirement must be present within the marketing management as well as the business partners involved. New ideas are required to understand the business challenges and how these are addressed by using purposeful communication and an integrated process not just new ideas in developing campaigns. A department strategically accountable It is often claimed in the media and consultancy world that the marketing function is, by and large, the only business function in many companies, which has not yet been professionalised. Can the marketing function in reality contribute towards savings by optimising processes and thus function on the same terms as other strategically important departments in a business organisation? Or is it more just a question of the marketing director accepting and managing an increasing or decreasing budget? This whole discussion as to whether the marketing function is a necessary cost centre or whether this function in reality can work as a contributor towards the company s bottom line, is the challenging question. This challenge requires not only effective communication, but very much also the tools to make the processes effective. From Advertising effectiveness to Marketing efficiency Measuring and follow-up on marketing activities enable structuring of work and sharing of knowledge possible. These factors provide the basis on which one can professionalise the marketing function and make it more effective. A further possibility on improving the effectiveness of the marketing function is to manage the processes during the practical implementation of the marketing mix both with regards to working with the agency, the development of campaigns and the actual production of marketing elements. It is, therefore, both the work input in making effective communication in the market place as well as the work input on marketing processes, which bring about Marketing efficiency. The case will demonstrate that it is not just by applying Advertising effectiveness, but applying this together with Marketing efficiency that improves the marketing function and brings results externally and internally and thereby producing a marketing function integrated with the company s strategic challenges. The case will also show that the market function, in close cooperation with the agency, can deliver effective results with regards to problematic business issues. Can the marketing director apply the same terms as other departments financially accountable to top management? Can the marketing function work within measurable parameters which can be read on the bottom line - thus ensuring that marketing goals are in line with overall objectives of the organisation? 3

6 4. The PC market in Europe An intense competitive market The market for PCs in Europe is characterised by intense competition - a competition which, over the years, has become more and more focused on price. In the market, there are both established PC suppliers like HP, Fujitsu Siemens, Toshiba and others as well as new aggressive suppliers entering the market such as Acer, Asus and Lenovo. In addition, there are powerful local/ regional PC suppliers within individual markets in Europe. Customer buying behaviour and IT infrastructure Another decisive factor lies within the changes in buying behaviour. In today s lifestyle, the PC is to a large extent considered a generic benefit, which becomes more accessible to people. This is both the case within the private market of PCs as well as within the business market. Only a few years ago, buying a PC was more of an investment in a long lasting commodity than today s experience, when the purchase bears more characteristics of impulse buying based on a good deal. All suppliers use, on the whole, the same component technology and this means that this parameter cannot be used as a differentiating element in the competition. On the other hand, this very much enables the potential PC buyer to compare specifications and thereby let the price element decide choice of PC. Large scale production benefits and retailer mergers Pricing is squeezed further by the new aggressive players with low cost production in the Far East, selling their PCs close to production cost in order to buy market share. This causes pressure on profit margins. The ensuing effects are that it becomes essential that large scale production benefits be brought about, but this requires constant added volume of products to be sold in the market. At the same time retail mergers take place, whereby retail chains become bigger and bigger. This enables the chains to squeeze price even further in their powerful position when negotiating pricing with producers. Frequent changes in technology New technology replaces old technology at greater frequency and puts demand on producers to always include the latest technology in their product range. This requires that management control of products and production are always optimized in relation to supply and demand. Stock control and stock inventory levels become, therefore, a critical factor in the changing situation. The above mentioned market conditions are some of the demands and terms which producers must take into account in today s PC market environment. At the same time, the IT infrastructure is developing increasingly faster across Europe. Broadband, mobility, new applications etc. are available to most people across the whole of Europe. End users demand the latest technology to manage the constantly increasing opportunities and solutions which the PC offers in their daily activities both when it comes to simple and advanced user situations. Producers under pressure The above factors tell us about a market which is under constant development and where suppliers are squeezed to produce their best in order to enjoy a raison d etre in the market. To be able to achieve the optimum, the producers will need a strategy and a very effective business model, which can adjust to new market trends instantly. The crucial market conditions referred to above mean that PC suppliers must have very effective production facilities ensuring low costs, a market model (for their product range) which can be speedily adapted to meet new market demands as well as optimized processes and tools, which ensure that these are communicated effectively in the market. All in all a Lean mean machine is required throughout the entire value chain, if a producer is to be a successful player in the PC market in Europe. 4

7 5. Dell Dell s background Dell was established by Michael Dell in 1984, as a private firm. Today Dell is The no. 1 PC Manufacturer in the World with more than 65,000 employees and a turnover of 56 mia. USD (2006). The starting point for Dell was the US market and they have since expanded to cover markets throughout the world. Dell s first involvement in Europe was in the UK in 1987 and today Dell now have organisations in 13 European markets. Of Dell s total production, 23% is for the European market their largest market area in volume terms. The direct model In reality, Dell products are available to all who have access to telephone and internet. The reason for this is Dell s direct business model a model based on direct contact between producer and end users. The direct model does not include the traditional links such as distributors and retailers, as used by most of Dell s competitors. This means that Dell supply PCs direct in accordance with the customers wishes at time of ordering. Dell s starting point is having standard configurations for their various products and these can thereafter be tailor-made to meet specific needs of end users. The advantage with this business model is that Dell can manage their market prices in direct relation to their production costs without the added cost to intermediaries. Dell can thus maintain a better margin than their competitors and still offer competitive prices in the market. 5

8 5. Dell (continued) This direct model has a further advantage in that all demand is known immediately at the point of customers placing orders and, therefore, enables Dell to manufacture without a stock inventory of components. All production is based on Just in Time and this means that Dell can have the most up-to-date and relevant technology available. Suppliers of components to Dell keep stock stores at their production plants and Dell have thus secured access to all necessary components without the cost of keeping stocks themselves. Distribution takes place direct to end users from Dell s production plants around the world. Dell s vision Be the most successful computer company in the world at delivering the best customer experience in markets we serve... With the direct customer contact, Dell believe they can deliver the optimal solution based on the customer s specific wishes. Dell know the unique configuration of every unit sold and can therefore also deliver tailor-made service and support. The direct service and support means that Dell do not need to go through intermediaries (distributor and/or retailer) to solve any after sales problems the customer is in direct contact with the PC manufacturer. 6

9 5. Dell (continued) The advantage with this business model is that Dell can manage their market prices in direct relation to their production costs without the added cost to intermediaries. Dell can thus maintain a better margin than their competitors and still offer competitive prices in the market. This direct model has a further advantage in that all demand is known immediately at the point of customers placing orders and, therefore, enables Dell to manufacture without a stock inventory of components. All production is based on Just in Time and this means that Dell can have the most up-to-date and relevant technology available. Suppliers of components to Dell keep stock stores at their production plants and Dell have thus secured access to all necessary components without the cost of keeping stocks themselves. Distribution takes place direct to end users from Dell s production plants around the world. Dell s vision Be the most successful computer company in the world at delivering the best customer experience in markets we serve... With the direct customer contact, Dell believe they can deliver the optimal solution based on the customer s specific wishes. Dell know the unique configuration of every unit sold and can therefore also deliver tailor-made service and support. The direct service and support means that Dell do not need to go through intermediaries (distributor and/or retailer) to solve any after sales problems the customer is in direct contact with the PC manufacturer. 7

10 5. Dell (continued) A message Dell s use of media channels is horizontal in relation to the traditional vertical model, where the communication message develops from image and product position messages to pure tactical call to action messages. Dell use all media channels (offline and online) for by and large the same message viz. that Dell can always deliver high quality at a competitive price. By not differentiating the message on the whole in the various media channels, the communication model becomes very straightforward. Direct results of efforts can be measured and can, unlike others who use a more traditional communication model, immediately know the isolated communication effect and thereby measure ROI directly. In the more traditional model, it can often be a problem to identify which part(s) of the communication has led to customer demand and when it happened and this makes it difficult to work out the real ROI. Dell s business model is unique and the communication model should be looked at in this context. It would not be possible to have such a straightforward communication model with the more traditional business model. Unique coding and response In Dell, the management constantly evaluates the communication effect via input reporting to the marketing and sales data bank. The results are relayed daily to relevant partners (including AdPeople). Each marketing element has a unique code and can thus be traced in relation to results. Dell s direct response model is made up of three response elements and all effects of marketing activities are evaluated in relation to these: All accessible channels both offline and online: Step 1: Step 2: Step 3: Telephone calls/hits on homepage (response rate per unique code) C alls or hits passed to sales department (conversion) Achieved sale (ROI Return on Investment) The marketing activity must both provide attention, relevance (branding) and buying stimulus (price) in one and the same element in such a way that all activities can be directly converted into sales. Simple - but massive To be able to handle this apparent straightforward model, which really is massive in size, requires that the agency have a deep understanding of both the market place and Dell s processes. 8

11 6. AdPeople s answers to Dell s challenges Everything is measured and weighed Dell is always a challenge to work for and with. All of Dell s business culture and ideology are based on an on-going measuring of initiatives. In AdPeople s relationship with Dell throughout the years, this challenging situation has always been the agenda there have never been times to rest on one s laurels. It has been an on-going process of development, where every situation and opportunity is challenged, everything is tested, measured and documented. We deliver high creative quality at low implementation costs as quickly as possible Creativity and effectiveness should be evaluated evenly for these to be attractive to a client like Dell who is value driven both in respect of internal and external activities. Relationship development With the improvement in Marketing efficiency, AdPeople have extended and developed their relationship with Dell in Europe over the past 6-7 years. Meeting such a challenging situation, requires a fundamental and deep understanding of Dell s business model as well as a readiness by the agency to accept changes. The ability to react spontaneously to new situations and/or opportunities is key. 3 fundamental concepts The three fundamental concepts in Dell s world of marketing are: Direct response communication in all elements Cost reduction - leaner marketing management Reduction of time to market rapid reaction to market forces How is this possible? It demands an attitude and dedication from both the client and the agency, as well as a working relationship, which goes much deeper in both organisations than is the case in the more traditional client/agency relationship. The relationship began in 1999 with ad hoc tasks in the Nordic markets and has expanded to AdPeople now having responsibility for all of Dell s communication in Europe. DM includes all marketing activities except for ads and TV advertising, which are developed by DDB in London for the European region. AdPeople have now responsibility for the following marketing elements in Europe 13 countries and 15 language versions: Offline Online Inserts s Catalogues & mailers Banners Direct mails, postcards etc Website content Fax alerts AdPeople s business relationship with Dell from 1999 to present day has been a learning curve starting in the good old fashioned way with chaos, lack of vision and work duplication, to today being a super optimized marketing process. AdPeople s vision AdPeople management speak of Marketing efficiency and not only about Advertising effectiveness. The effective marketing should be judged by the communication AdPeople develops simultaneously focusing on processes, agency tools and organisation. The ambition of AdPeople is to be the creative force in Marketing efficiency, which means: Throughout the period constant development has taken place of new effective marketing elements and activities, optimisation of internal and external processes and the development of the DellShare portal. A shift from a decentralised (local) marketing organisation to one that is central. The developments and changes have ensured better use of resources in relation to the business model and the marketing model which has evolved from it. 9

12 6. AdPeople s answers to Dell s challenges (continued) Integrated communication The creative work developed from being ad hoc elements without much reference to a brand s identity and hence its limited contribution towards the perception of Dell as a brand. However, this does not tell the full story about the business relationship between Dell and AdPeople because behind this apparently simple model lies a massive marketing effort which AdPeople manage for Dell in Europe. Today - all marketing activities are fully integrated and there is harmony in style and tone at all levels of exposures in the market place. All marketing elements include the direct response approach as well as a uniform identity, which throughout contributes to the overall perception of Dell as a brand. This integrated communication shows, of course, regard for individual channels/media and their premises, but will always bring the same fundamental message of high quality at competitive prices. Likewise, the message emphasis is varied in relation to the specific target group private or business. Operational guidelines In addition to the market-orientated marketing activities, AdPeople have developed an internal strategy on corporate design guidelines for Dell in Europe. The guidelines have been developed in such a way that they are consistent across all channels and always with an operational and practical aim based on templates to suit all marketing elements. Extent of the business relationship between Dell and AdPeople Ad.People As mentioned, all marketing activities carried out by Dell are based on a simple marketing and communication model. The extent of the relationship is illustrated in the following figures (2005): + 20 Pan European DM campaigns million tactical activities (the number of distributed elements in the market across all channels) + 15,000 unique ad pages + 6,000 s +40,000 unique banners As also mentioned, to manage tasks of this magnitude calls for systems and management tools to be developed and in place for Dell to build a uniformed and streamlined marketing process. The DellShare portal AdPeople have developed for Dell a tool under the trade mark DellShare. In essence, this is a Marketing Operation Management system or, in other words, a portal for managing marketing processes. DellShare is a tool which provides Dell with the technological platform for the introduction of lean processes and organisation of the marketing function. The overriding objective with the development and implementation of the DellShare system, has been the need to make Dell s marketing processes more effective. 10

13 6. AdPeople s answers to Dell s challenges (continued) The situation before implementation of DellShare TM Divided planning & work execution Manual processes Coordination-demanding Too time consuming Heavy costs IT-platform Processes and management tools Organisation & employees Asset Management The situation after implementation of DellShare TM Lean Marketing Excellence Optimized work distribution between global and local marketing functions and external partners Best practice processes and work flow control Improved overview and coordination of the planning process Enhanced productivity Cost effectiveness 11

14 6. AdPeople s answers to Dell s challenges (continued) DellShare TM supports optimization on all aspects of Dell s value chain within marketing and covers the following main areas: The implementation and further development of DellShare have made Dell more effective both today and in the future. This has been possible by reevaluating the most important processes in relation to: Production and execution of marketing materials and campaigns. Simplification of geographical campaign launches. These changes have brought about considerable reductions in marketing costs. These changes have brought about considerable reductions in marketing costs. 12

15 6. AdPeople s answers to Dell s challenges (continued) Benefits for Dell Marketing The process optimization has generated the following benefits to Dell s marketing function: Effectiveness more and better marketing at lower costs Shorter production times and with it faster time-to-market Greater uniformity in marketing materials Higher quality and fewer mistakes Knowledge-sharing, reuse and application of best practice Independence of time and place open Centralised and brand consistent communication for local adaptation and execution ( Think global act local ) The daily work The entire workflow and all deadlines during the development process, from strategy to production-ready materials, is managed through the DellShare system. All communication and exchange of materials pass through this channel. The relevant employees in Dell and AdPeople have access to materials and information which precisely their functions need in relation to the process. All processes are automated in reference to the defined business procedure. DellShare is operated via AdPeople s server DellShare also handles work from AdPeople s division in Bangladesh. In Dhaka, AdPeople have a staff of 30 Desk Top Publishing artists who put the finishing touches to the creative material before approval and production. By having this function in Bangladesh, the time zone difference is a bonus as well as lower overheads. Motivation within Dell s marketing organisation has also improved with the introduction of DellShare in that their marketing people find that they are performing smarter than their competitors. Both the optimisation and automization of processes as well as communication have proved to be effective both internally and externally as demonstrated by the achieved results. 13

16 7. Results Internal results During the past five years, Dell have reduced overall agency costs at European level by 50% - (2002: 8%, 2003: 10%, 2004: 11%, 2005: 21%) results which can be attributed to the increasing and extensive use of DellShare as a tool in managing and automizing marketing processes. Reduced the number of agencies from 18 to 2 at the European level the reason for this big reduction is that DellShare has made it possible to centralize many functions compared with the previous local focus. In addition, the centralization has enabled Dell and AdPeople to negotiate lower prices for production due to the large and common quantities of marketing materials needed. Time to market has been reduced by 60% - which proves that the time from starting a marketing initiative to when it hits the market and target customers, has been reduced significantly. This provides a competitive advantage and means that Dell can track market movements more effectively. In many instances Dell can be ahead with market development in relation to their competitors. The opportunity to centralize many of the marketing functions via DellShare has furthermore meant that over the years, Dell have been able to optimize their marketing organisation in Europe. Dell have been in a position to halve the number of employees at management level in Europe. Besides reducing management salary costs, the decision-making process has been shortened and made more effective. All in all these improvements and results mean that Dell within their allocated marketing budget can produce far more marketing elements thereby increase both product awareness and demand for PCs in the market. This relationship between cost reductions and greater product awareness in the market is illustrated in the following graph: The graph shows marketing costs (indexed) seen in relation to the growth in the number of unique pages. In other words, the lower costs provide the opportunity to produce more marketing materials and with it greater emphasis in the market place. Total unique pages should be seen in the context of how much unique marketing materials are produced across Europe including local versions. 14

17 7. Results (continued) Market results: The results achieved by making processes more effective, are also reflected in the market. Through the integrated communication, the effective processes and the shorter reaction time derived from this, Dell is now better equipped to react faster to competitors initiatives and to challenge these. awareness in the market is illustrated in the following graph: During the past five years, Dell have been able to increase their market share in the European market for PCs. From being a medium-sized player for PCs in 1999 (achieving moderate growth rates), Dell have grown to become a leading player over the past 5-6 years. Growth rates over this period have been significant in what is a very competitive PC market. This impressive performance applies both to the business market as well as the market for private PCs. That Dell s business and marketing model is effective in the market, is also manifested in Dell s growth rates in relation to the total PC market. Dell expanded their volume at a greater rate of increase than the market s average. At the same time, the increase in growth rate is also reflected in the expansion and continuing development of the DellShare system and the derived positive effects over the years. 15

18 7. Results (continued) Communication of relevant and topical PC products within the different product categories is important. This helps to widen the portfolio and make Dell less dependent on developments in individual European markets. The table below shows Dell s growth rates within the main product categories in relation to the rest of the market. Market growth Total units sold as a % of total market IDC 2006 Dell (index in relation to the overall market growth year by year) Overall PC market (index = 100) Total PC market - Europe Desktops + Notebooks 28,9 % - (149) 19,4 % - (100) Desktop Total 21,9 % - (205) 10,7 % - (100) Desktop Private 31,7 % - (184) 17,2 % - (100) Desktop Business 19,9 % - (276) 7,2 % - (100) Notebook Total 47,3 % - (123) 38,6 % - (100) Notebook Private 78,8 % - (150) 52,7 % - (100) Notebook Business 40,0 % - (133) 30,0 % - (100) As can be seen from the table, Dell have index figures higher than the market overall. These results can be traced directly back to the effective and direct communication, which together with the topical and relevant products, create the demand for Dell s PCs. Several of Dell s competitors also do well in the market, but Dell is by and large the only brand which performs well in all product categories both in the private and business segments. 16

19 8. Summary Dell products can only be bought via internet or by telephone due to Dell s direct business model. Unlike most of Dell s competitors, Dell PCs cannot, therefore, be bought in retail shops. This makes Dell more dependent on relevant and direct responseorientated communication to bring about demand. All of Dell s marketing is focused on direct response and a flat and simple communication model is used across all media channels. Marketing activities are developed centrally and thereafter adapted for individual European markets. All marketing activities are measured and evaluated directly in relation to effectiveness and customer response. The basis for Dell s great success is to a large extent due to the close business involvement with AdPeople on creative development of relevant and integrated communication as well as development and implementation of the DellShare marketing portal. This is the main reason that Dell today have a marketing model in tune with its business model. The cooperation between Dell and AdPeople has turned Dell Marketing in Europe into a lean marketing machine - a marketing organisation with optimized and automized processes as well as a marketing function which is always at the leading edge in development. All in all Dell is a dynamic organisation based on the realisation that Effectiveness must be seen in a greater perspective, where both the internal processes and external results are being optimized, so that Marketing efficiency is achieved and with it the best possible ROI. In order to put achieved results into perspective, 65 million PCs were sold in the European market during 2005 source: IDC. Comparing this with Dell s market share, it becomes clear that by effectivizing communication and marketing processes, significant contributions can be made to the bottom line. 17

20 9. The future With Dell s integrated business and marketing model, they are ready to face challenges in the highly competitive PC market a market constantly being challenged by new producers with cost effective production methods leading to further pressure on profit margins. Experts predict a market where as a result of falling margins, an elimination race will emerge within the next couple of years or so. Therefore, there will be focus on cost reductions among all PC producers. An advantage for Dell in this context is that they are not dependent on the retail trade and are, therefore, not being squeezed in the same way as many of their competitors. With Dell s well-oiled marketing function - developed together with AdPeople they are able to closely follow the market and, if necessary, put their competitors under further pressure. 18

21 10. BrandShare TM The experience gained with the development of the DellShare portal has enabled AdPeople to develop the product BrandShare. BrandShare is an IT platform developed to optimize marketing processes and thereby improve effectiveness. The product has been designed modularly and can be adapted to suit the needs of different businesses. Today, several of AdPeople s clients use BrandShare as a tool to improve Marketing efficiency. 19

22 11. For further information, please contact: AdPeople Vester Farimagsgade 41, 1606 Copenhagen V, Denmark Phone: Emre Gürsoy Global Website: COO Mobile: Ronnie Job CEO, Founder Direct: Mobile: Emre Gürsoy Jørgensen Managing Director Direct: Mobile: