Americans are growing more cognizant about the importance of quality health insurance in the COVID era. A recent Zeta Pulse survey that polled hundreds of consumers, showed how people are approaching health insurance with more thoughtfulness.
Americans are more willing than ever before to invest in bundled healthcare plans (medical + dental + vision)—45% of Americans now possess a bundled insurance plan.
Having said that, cost of coverage still matters which is why 22% of Americans only possess a health insurance policy (no vision, no dental).
Premiums and deductible limits remain the #1 insurance concern. Insurers capable of lowering their monthly premiums while retaining robust coverage will be ideally positioned to capture market share.
The top factor consumers consider when picking health insurance in the COVID era?
- Premiums & deductibles (34%)
- Plan & network coverage (23%)
- Co-pay (22%)
- Coverage of prescriptions (21%)
In terms of procuring insurance…
The greatest number of Americans (36%) purchase a plan by utilizing a federal or state marketplace.
The rest get their plan via:
- Their employer (21%)
- A health insurer directly (20%)
- The Veterans Association (14%)
- Programs for senior citizens (10%)
Of those who purchase their own private health insurance…
66% buy a policy from one of the six major brands:
- 19% Blue Cross Blue Shield
- 15% United Health Care
- 10% Humana
- 9% Blue Shield
- 8% Aetna
- 6% Cigna
Looking at ethnicity and health insurance in the COVID era…
53% of Hispanic Americans possess bundled health insurance compared to 48% of Caucasians and 35% of Asian and African Americans.
Zeta projects 51% of employees are likely to search for a new job within the next 12 months as a result of their current employers’ back to office plan.
This projection is based on an extensive survey that polled employed workers from across the United States.
Only 23% of respondents want to return to the office full time—most prefer a hybrid (41%) or remote-only (36%) working arrangement.
What’s powering this movement?
Work-life balance and safety.
33% of respondents say they will look for a new job if forced to return to the office full time, because they prefer the work-life balance of working from home.
32% of respondents say personal safety is their biggest concern with returning to the office full time, which is why they’re preparing to look for a new employer.
Employers and employees not aligned
Only 25% of employees want to return to the office full time.
However, 45% of respondents say their employers are requiring them to return full time.
Employees opinions of employers are changing
31% of respondents said that their employer’s return to office plans are changing their opinion of the company.
- Revenue increased 39% year over year to $106.9 million
- Balanced revenue growth contribution between new customers and existing customers
- Direct platform revenue mix improved to 77% of revenue compared to 74% in the previous quarter
- Scaled customer count increased to 343 from 333 in the previous quarter
- Scaled customer average revenue per user (ARPU) increased to $299K from $289K in the previous quarter
NEW YORK—Zeta (NYSE: ZETA), a cloud-based marketing technology company that empowers enterprises to acquire, grow, and retain customers, today announced financial results for the quarter ended June 30, 2021.
“Zeta’s results show its growth rate accelerating during the second quarter, adding over 30 new customers, a 39% increase in revenues, and 106% growth in adjusted EBITDA year over year,” said David A. Steinberg, Co-founder, Chairman & CEO of Zeta. “We are well positioned to benefit from the disruptive pace of digital transformation, with brands seeking solutions that combine scale with precision to extract more value from their first party data. Our software, encompassing patented AI, proprietary data assets, and real-time omnichannel capabilities, was purpose built to empower brands to acquire, grow and retain customer relationships at a higher ROI. A recent study we commissioned from Forrester Consulting showed that brands using the ZMP achieve 50% higher effectiveness on their marketing investments over a period of 3 years.”
“Our strong second-quarter performance reflects our solid execution and continued focus on our core growth drivers,” said Chris Greiner, Zeta’s CFO. “Scaled customers, which we define as customers with at least $100,000 of revenue over the last twelve months, are an important cohort for Zeta and represent most of our revenue. On a sequential basis, we increased scaled customer count and scaled customer ARPU. We saw sales productivity continue to ramp in the quarter. With these tailwinds and our improving revenue visibility in mind, our outlook for revenue and adjusted EBITDA for the third quarter and full year 2021 has improved.”
Second Quarter 2021 Financial Highlights
(Unless otherwise noted, all comparisons are to the second quarter of 2020)
- Total revenue of $106.9 million, an increase of 39%.
- Balanced revenue growth contribution between new customers and existing customers.
- Direct platform revenue mix improved to 77% of total revenue compared to 74% in the previous quarter.
- Broad-based double-digit growth in 12 out of 15 verticals.
- Strong growth in both US and international markets, at 39% and 33% respectively.
- Significant omnichannel growth highlighted by nearly 500% revenue growth in connected TV (CTV).
- Scaled customer count of 343 compared to 333 in the previous quarter.
- Scaled customer ARPU over $299,000 compared to $289,000 in the previous quarter.
- Operating loss of $122.3 million, compared to an operating loss of $6.6 million, driven primarily by $119.3 million of stock-based compensation expense compared to $0.03 million.
- Net loss of $94.9 million, compared to a net loss of $15.1 million.
- Adjusted EBITDA of $11.4 million, compared to $5.5 million.
- Diluted loss per share of $1.92, compared to a diluted loss per share of $0.58.
Second Quarter 2021 Business Highlights
- Announced a partnership with Dun & Bradstreet (D&B) to bring Zeta’s core solution to the B2B market. As part of the agreement, D&B will become an important multi-year scaled customer. D&B noted that they chose Zeta because of the breadth of its online data, its ability to combine data inflows seamlessly, its omnichannel platform capabilities, and its ability to deliver measurable results.
- Grew the scale of Zeta’s identity graph to over 515 million individuals globally (from 500 million in the previous quarter) and over 225 million individuals in the US (from 220 million in the previous quarter).
- Increased sophistication of Zeta’s CTV offering with CTV Genre and Content Targeting, which allows marketers to reach their target audiences in specific context within specific shows. Also developed a CTV Content Consumption Household Index to provide clients with deep insights into what content their target households are watching to inform their go forward media plans and creative strategy.
- Created a new way for brands to rapidly onboard their first party data and a faster, more automated path to campaign activation through “low code onboarding” which eliminates the implementation dependency on enterprise IT resources and reduces the ramp time for Zeta from weeks or months to days.
- Released a Total Economic Impact (TEI) study with Forrester Consulting that revealed 50% higher customer acquisition effectiveness on marketing investments and accelerated revenue over a period of three years among interviewed Zeta Marketing Platform (ZMP) customers that activate the company’s proprietary data.
- Announced the appointment of Crystal Eastman as Zeta’s first ever Chief Marketing Officer (CMO). Ms. Eastman who previously served in senior leadership roles with The Trade Desk, American Express, and BlackRock will lead Zeta’s global marketing and communications organizations.
Third Quarter and Full Year 2021 Guidance
Zeta anticipates revenue and adjusted EBITDA to be in the following ranges:
Third quarter 2021
- Revenue of $108 million to $111 million, a year-over-year increase of 13% to 16%. Excluding $3 million of non-recurring revenue associated with the U.S. presidential election cycle in the third quarter of 2020, the guidance represents a year-over-year increase of 17% to 20%.
- Adjusted EBITDA in the range of $13.0 million to $13.5 million, a year-over-year increase of 6% to 10% and an adjusted EBITDA margin of 11.7% to 12.5%.
Full year 2021
- Revenue of $432 million to $436 million, a year-over-year increase of 17% to 19%. Excluding $15 million of non-recurring revenue associated with the U.S. presidential election cycle in the second half of 2020 (with $3 million in the third quarter of 2020 and $12 million in the fourth quarter of 2020), the guidance represents a year-over-year increase of 22% to 24%.
- Adjusted EBITDA in the range of $55.5 million to $57.5 million, a year-over-year increase of 40% to 45% and an adjusted EBITDA margin of 12.7% to 13.3%.
Investor Conference Call and Webcast
Zeta will host a conference call today, Tuesday, August 10, 2021, at 5pm Eastern Time to discuss financial results for the second quarter of 2021. The live webcast of the conference call can be accessed from the Company’s investor relations website, https://investors.zetaglobal.com/ where it will remain available for one year.
Zeta Global Holdings Corp. is a leading data-driven, cloud-based marketing technology company that empowers enterprises to acquire, grow and retain customers for a lower cost than they can achieve without us. The Company’s Zeta Marketing Platform (the “ZMP”) is the largest omnichannel marketing platform with identity data at its core. The ZMP analyzes billions of structured and unstructured data points to predict consumer intent by leveraging sophisticated artificial intelligence to personalize experiences at scale. Founded in 2007 by David A. Steinberg and John Sculley, the Company is headquartered in New York City. For more information, please go to www.zetaglobal.com.
This press release, together with other statements and information publicly disseminated by the Company, contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. The Company intends such forward-looking statements to be covered by the safe harbor provisions for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995 and includes this statement for purposes of complying with these safe harbor provisions. Any statements made in this press release or during the earnings call that are not statements of historical fact, including statements about our beliefs and expectations, are forward-looking statements and should be evaluated as such. Forward-looking statements include information concerning possible or assumed future results of operations, including descriptions of our business plan and strategies. These statements often include words such as “anticipate,” “expect,” “suggests,” “plan,” “believe,” “intend,” “estimates,” “targets,” “projects,” “should,” “could,” “would,” “may,” “will,” “forecast” and other similar expressions. We base these forward-looking statements on our current expectations, plans and assumptions that we have made in light of our experience in the industry, as well as our perceptions of historical trends, current conditions, expected future developments and other factors we believe are appropriate under the circumstances at such time. Although we believe that these forward-looking statements are based on reasonable assumptions at the time they are made, you should be aware that many factors could affect our business, results of operations and financial condition and could cause actual results to differ materially from those expressed in the forward-looking statements. These statements are not guarantees of future performance or results. The forward-looking statements are subject to and involve risks, uncertainties and assumptions, and you should not place undue reliance on these forward-looking statements. Factors that may materially affect such forward-looking statements include, but are not limited to: the impact of COVID-19 on the global economy, our customers, employees and business; potential fluctuations in our operating results, which could make our future operating results difficult to predict; our ability to innovate and make the right investment decisions in our product offerings and platform; our ability to attract and retain customers, including our scaled customers; our ability to manage our growth effectively; our ability to collect and use data online; the standards that private entities and inbox service providers adopt in the future to regulate the use and delivery of email may interfere with the effectiveness of our platform and our ability to conduct business; a significant inadvertent disclosure or breach of confidential and/or personal information we process, or a security breach of our or our customers’, suppliers’ or other partners’ computer systems; and any disruption to our third-party data centers, systems and technologies. These cautionary statements should not be construed by you to be exhaustive and are made only as of the date of this press release. We undertake no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by applicable law.
The third quarter and full year 2021 guidance items provided herein are based on Zeta’s current estimates and are not a guarantee of future performance. This guidance is subject to significant risks and uncertainties that could cause actual results to differ materially, including the risk factors discussed in the Company’s reports on file with the Securities and Exchange Commission. Zeta undertakes no duty to update any forward-looking statements or estimates.
The Following Definitions Apply to the Terms Used Throughout This Release
- Scaled Customers: We define scaled customers as customers from which we generated more than $100,000 in revenue per year. We calculate the number of scaled customers at the end of each quarter and on an annual basis as the number of customers billed during each applicable period. We believe the scaled customers measure is both an important contributor to our revenue growth and an indicator to investors of our measurable success.
- Scaled Customer ARPU: We calculate the scaled customer ARPU as revenue for the corresponding period divided by the average number of scaled customers during that period. We believe that scaled customer ARPU is useful for investors because it is an indicator of our ability to increase revenue and scale our business
- Direct Platform and Integrated Platform: When the Company generates revenues entirely through the Company platform, the Company considers it Direct Platform Revenue. When the Company generates revenue by leveraging its platform’s integration with third parties, it is considered Integrated Platform Revenue.
In order to assist readers of our condensed unaudited consolidated financial statements in understanding the core operating results that our management uses to evaluate the business and for financial planning purposes, we describe our non-GAAP measures below. We believe these non-GAAP measures are useful to investors in evaluating our performance by providing an additional tool for investors to use in comparing our financial performance over multiple periods.
Adjusted EBITDA is a non-GAAP financial measure defined as net loss adjusted for interest expense, depreciation and amortization, stock-based compensation, income tax (benefit)/provision, acquisition related expenses, restructuring expenses, change in fair value of warrants and derivative liabilities, certain non-recurring IPO related expenses and other (income)/expense. Acquisition related expenses and restructuring expenses are acquisition related expenses and primarily consist of severance and other personnel-related costs which we do not expect to incur in the future as acquisitions of businesses may distort the comparability of the results of operations. Change in fair value of warrants and derivative liabilities is a non-cash expense related to periodically recording “mark-to-market” changes in the valuation of derivatives and warrants. Other (income)/expense consist of non-cash expenses such as changes in fair value of acquisition related liabilities, gains and losses on extinguishment of acquisition related liabilities, gains and losses on sales of assets and foreign exchange gains and losses. In particular, we believe that the exclusion of stock-based compensation and non-recurring IPO related expenses that are not related to our core operations provides measures for period-to-period comparisons of our business and provides additional insight into our core controllable costs. We exclude these charges because these expenses are not reflective of ongoing business and operating results.
Adjusted EBITDA margin is a non-GAAP metric defined as adjusted EBITDA divided by the total revenues for the same period. Adjusted EBITDA and adjusted EBITDA margin provide us with a useful measure for period-to-period comparisons of our business as well as comparison to our peers. We believe that these non-GAAP financial measures are useful to investors in analyzing our financial and operational performance. Our use of adjusted EBITDA and adjusted EBITDA margin has limitations as an analytical tool, and you should not consider these measures in isolation or as a substitute for analysis of our financial results as reported under U.S. GAAP. Because of these and other limitations, you should consider our non-GAAP measures only as supplemental to other GAAP-based financial performance measures, including revenues and net loss.
We calculate forward-looking non-GAAP Adjusted EBITDA and Adjusted EBITDA margin based on internal forecasts that omit certain amounts that would be included in forward-looking GAAP net income (loss). We do not attempt to provide a reconciliation of forward-looking non-GAAP Adjusted EBITDA and Adjusted EBITDA margin guidance to forward looking GAAP net income (loss) because forecasting the timing or amount of items that have not yet occurred and are out of our control is inherently uncertain and unavailable without unreasonable efforts. Further, we believe that such reconciliations would imply a degree of precision and certainty that could be confusing to investors. Such items could have a substantial impact on GAAP measures of financial performance.
Marketers are quick to defend the “why” of their marketing decisions, but less than 40% can successfully measure marketing effectiveness. It’s unknown whether this stems from a lack of knowledge of marketing analytics or a lack of resources. Nevertheless, measurement is a crucial component to driving business growth and should never be overlooked. To help you build a successful marketing strategy, this blog will analyze a few of the best ways to measure marketing results.
1. Media Mix Modeling
What is it?
Media mix modeling is one of the oldest forms of measurement and planning. This analytics solution enables marketers to measure the impact of their spending across various channels, with insight into how different elements contribute to a single goal (e.g. conversions or revenue). Media mix modeling can also be used to tackle common pain points in brand marketing including:
- Understanding impact across digital channels
- Determining the right mix of spend allocation that will drive the highest return on investment
- Predicting future channel performance based on optimized spend allocation
How does it work?
A media mix modeling analysis determines the relationship between a dependent variable (e.g. sales) and an independent variable (e.g. ad spend across channels). Oftentimes, media mix modeling is conducted at a geographical level. Let’s look at a hypothetical example for explanation: if a marketer spends more money on magazine advertising on the west coast, and more on TV advertising on the east coast, regional sales trends can be analyzed to understand the impact of these advertising efforts. Moreover, marketers can use media mix modeling to analyze how shifting spend from one publisher to another improves results.
What are its pros?
The main reason media mix modeling is so well renowned by marketers is that it gives insight into external factors that can determine the success of a campaign. Through long-term data collection, marketers can measure the impacts of seasonality, holidays, promotions, and more across both traditional and digital channels.
What are its cons?
Since media mix modeling is conducted at an aggregate level, it cannot account for recency, frequency, or sequences of media exposure at the individual level (e.g. impressions), all of which significantly impact effectiveness. Some other common flaws in using media mix modeling are infrequent reports, lack of insight on the brand and messaging, and failure to factor in the customer experience. For these reasons, most marketers also rely on attribution measurement.
2. Attribution Measurement
What is it?
Attribution measurement consists of various attribution models used to track engagements throughout the customer journey. The goal of attribution is the same as media mix modeling: to quantify the influence of media exposure on revenue. However, attribution analyzes campaign data at the event level (views, clicks, etc.) as consumers move down the sales funnel. This more accurate measurement further enhances the key benefits of programmatic marketing—feeding even better results into the always-on performance feedback loop within a marketing platform.
How does it work?
There are two key approaches to “attributing” a conversion:
- Single event-based attribution (more commonly known as last-touch attribution): It’s important to note that this is the least accurate form of attribution measurement. This is because assigning 100% of the credit back to the consumer’s last touchpoint does not distinguish between the search engine navigation and the advertising that influences people to enter the keywords into the empty search box.
- Multiple-event-based attribution (often called multi-touch attribution):
This form of attribution measurement enables greater precision and control. This approach assigns partial credit to each consumer touch before a conversion is made. Most modern marketers rely on self-learning algorithms that adapt the importance of exposure over time. Some DSPs even offer automatic budget reallocation based on the best-performing media to deliver better results by streamlining the feedback loop for their clients.
What are its pros?
Some pros of single-touch attribution are:
- Easy implementation and low cost
- Offers insight into what’s driving top-of-funnel conversions
- Straightforward insight into cost-per-lead metrics
Some pros of multiple-touch attribution are:
- Complete visibility of every touchpoint along the customer journey
- Provides fast-paced insights to understand consumer behavior shifts
- Allows for rapid optimization
What are its cons?
The challenge with single event-based attribution is obvious: only one channel receives credit. Let’s look at a hypothetical example for explanation: You’re watching a YouTube video and get served an ad from Walmart for new Beats headphones. You then Google search “new Beats headphones” to learn more about the product. The search results show a Walmart ad for the headphones—you click the ad and make the purchase. The Google ad ends up getting 100% of the credit for that purchase, although the buyer journey started on YouTube.
One of the challenges of multiple-touch attribution is that attribution modeling companies (e.g., C3, Visual IQ, Google/Adometry) vary in the results they provide (e.g., C3 found Adometry gave >360x more credit to Google). Also, consumer exposure is often tied to a single device and may undervalue omnichannel consumer experiences (unless a probabilistic identity graph that can measure activity across various devices for the same person or household at scale is applied).
3. Panel-based Measurement
What is it?
Panel-based measurement analyzes activity for a sample of consumers and households. Then, it parlays the impact across the entire campaign. This ensures a more accurate collection of information across all of the same consumer’s devices relative to attribution. Panel-based measurement also captures metrics associated with brand awareness, affinity, and purchase intent.
How does it work?
Panels provide consumers an opt-in method (such as surveys) to track deterministic consumer activity. This gives marketers a trade-off in scale for an increase in precision. The panel results are then projected onto the larger population exposed to the marketing campaigns. Some advanced DSPs now incorporate panels and can use survey results to optimize inflight budget allocations.
What are its pros?
Panel-based measurement is useful for gathering long-term audience insights. Moreover, panels provide a valid, representative, consistent, and comprehensive view of audiences so that marketers can understand what matters most to consumers.
What are its cons?
Given the small sample size of a panel, there may not be sufficient statistics to ensure the measured results will be repeatable. Moreover, consumers who opt into a panel may not be representative of a marketer’s target audience.
4. Customer Acquisition Cost (CAC)
What is it?
Customer acquisition cost (as the name suggests), is the cost of converting a prospect to a paying customer. It assesses the effectiveness of a marketer’s customer acquisition efforts by calculating the marketing cost per customer acquired during a specific timeframe (or specific marketing method). This can also help marketers determine which strategies are yielding the best results.
How does it work?
Customer acquisition cost (CAC) takes into account the entire customer journey, from the time a lead enters the funnel until they become a paying customer. The cost of acquiring a new customer varies from brand to brand and is dependent on the level of marketing efforts deployed for an individual:
Customer acquisition cost = Sales + Marketing Costs / # of New Customers
The idea is to keep your CAC as low as possible to see true business growth.
What are its pros?
The benefits of measuring marketing results with customer acquisition costs are vast. Some worth noting include:
- It helps marketers avoid wasting resources by helping determine which channels are most profitable and yield the highest results.
- Allows marketers to identify where adjustments can be made to the marketing process.
- Customer acquisition as a whole can lead to increased revenue.
What are its cons?
For less established companies, customer acquisition costs can be extremely high and therefore detrimental to growth. Finding the right balance between cost-effectiveness, scalability, and predictability when acquiring new customers can be a challenge, yet all are needed to properly measure the true impact of marketing results.
5. Incrementality Measurement
What is it?
Incrementality measurement is how marketers go about obtaining the true results of any marketing initiative. Using incrementality measurement, a marketer can determine the exact influence (i.e., the incremental benefit) in achieving their desired business outcome (e.g., more revenue). It measures the true lift of a campaign against its set goals.
How does it work?
Incrementality measurement allows marketers to determine whether a given campaign creates real value (e.g., the sale WOULD NOT have occurred without exposing the consumer to an ad) or apparent value (e.g., the sale WOULD occur whether or not the consumer saw an ad). In order for incrementality to be successful, marketers must determine what KPI (revenue, registrations, etc.) they want to measure for and measure the exposed audiences against the appropriate baseline.
What are its pros?
Some pros of incrementality measurement include:
- Easy to implement.
- All buyers are considered (even those that buy without being exposed to an ad).
- Ability to compare different bidding policies directly
- Ability to compute the percentage of additional buyers or sales.
What are its cons?
Most marketers eat hidden costs when it comes to incremental measurement. These costs revolve around the construction of a control group, and they’re costs that marketers don’t need to pay.
Moreover, noise from organic buyers is not removed when using incremental measurement and only onsite events (sells or visits) can be analyzed (it’s impossible to compare clicks or costs).
The Conclusion: Which Approach Solves The Marketing Measurement Problem the Best?
While in certain instances media mix modeling, attribution measurement, and panel-based measurement are great for measuring marketing results, customer acquisition and incrementality measurement are the best approaches for solving the measurement problems marketers are facing today.
With the right partner, incrementality measurement and customer acquisition can paint a clear picture of the return generated by your marketing efforts by activating knowledge and media at the individual level and ensuring the right customers are being reached at the most opportunistic moment. To be successful, customer acquisition and incrementality measurement strategies must be cost-effective, scalable, and predictable period to period, month-over-month.
The Zeta Marketing Platform helps marketers solve these challenges with independent technology that is data-intensive and identity-based to deliver against the higher standard of customer acquisition and incrementality measurement. By activating media, holding exposures, and measuring the impact of your marketing efforts at the individual level, your brand can see measurable results that drive business growth.
As growth expectations accelerate the required pace of digital transformation, they are taking a toll on every organization. From re-organizing, integrating, and managing first-party data from multiple sources, to implementing a faster path for go-to-market, brands are overwhelmed with the operational requirements standing between them and achieving their marketing goals.
For example, here at Zeta We’ve heard regularly from customers that even simple changes such as accepting new data from an existing source could mean 3-6 months of just waiting in their IT department’s backlog.
Today, we’re excited to introduce our latest Zeta Marketing Platform innovation, the Data Conductor—a low-code, easy-to-use interface that puts the power of first-party data activation in the hands of the Marketer.
What Is Zeta’s Data Conductor?
The new Data Conductor feature eliminates the IT dependency on both cumbersome data implementation and ongoing management that were historically required to enable data-driven marketing campaigns. Updates such as adding a new data source that would have required exhausting coordination with IT with complicated code changes are now reduced to basic inputs in the UI that are easily tailored per use case. We believe low–code is the future of best-in-class customer experiences, empowering Marketing organizations with greater speed and agility, that will ultimately improve campaign performance while also relieving stress across business operations.
According to Gartner’s 2021 Forecast, the low-code development technologies market will grow by 23% in 2021 due to the surge in remote development during the COVID-19 pandemic. Fabrizio Biscotti, research vice president at Gartner has said, “Globally, most large organizations will have adopted multiple low-code tools in some form by year-end 2021. In the longer term, as companies embrace the tenants of a composable enterprise, they will turn to low-code technology that support application innovation and integration.”
Zeta’s new low-code onboarding solution is intuitive and marketer-friendly, making it as easy as possible to harmonize all data systems and sources together, activate customer engagement campaigns, and drive outcomes faster – with minimal help from IT partners.
What You Get With Data Conductor
- Visual workflow tool that accepts any data source: Onboard and configure all real-time and batch data sources with inline ETL for both ingestion and syndication. Connect any data source, configure hygiene and enrichment rules, and manage data destinations.
- Rapid ingestion framework and schemaless architecture: Ingest structured, semi-structured and unstructured data with speed and scale, powered by a schemaless and extensible architecture that works with the tech you already have.
- Data transformation: Perform industrial-grade data transformation to optimize data formatting, structure, and values for better unification and enrichment.
- Configurable business rules: Tailor data cleansing and validation rules by source to address the needs of your brand.
- Data enrichment: Enrich and extend identities with Zeta Data Cloud’s proprietary data from 220M U.S. consumer profiles, 500M+ identities globally, and thousands of data points.
- Market-leading database connections: Zeta’s flexible customer data platform can sit on top of any Snowflake or Google BigQuery database and segment and stream data directly with a flexible UI.
For additional information, please visit our CDP+ resource page.
Looking for tips on back to school marketing this year? Well, you’re in luck. In this article, you’ll not only find tips for back to school marketing, you’ll also find consumer trends and patterns derived from Zeta’s marketplace observations.
Tip #1 – Don’t focus on parents exclusively
Yes, parents drive much of back to school spending, but kids are more involved than you think.
In addition to being able to influence their parents’ buying decisions, kids will regularly spend their own money on back to school.
As a matter of fact, teens will spend approximately $37 of their own money this year on back to school, while pre-teens will spend approximately $26.
Tip #2 – Pay attention to the key trends of the season
Tip #3 – Partner with influencers and thought-leaders
When it comes to retail, parents and kids are heavily influenced by social media. That’s why forming a partnership with influencers is one of the best tips for back to school marketing in 2021.
These partnerships shouldn’t be limited to the stereotypical “mommy bloggers”—they should be wide-reaching. For example, Marine Freibrun (owner of Instagram’s Tales From a Very Busy Teacher) is a teacher based out of Boise, Idaho. With more than 90,000 followers (almost all of which are teachers, parents, and students), influencers like Marine can make back to school product recommendations that consumers truly take to heart.
Tip #4 – Don’t waste time on zero-interest products
Not all products and services are created equal. When it comes to back to school marketing, time is money. Do NOT waste your precious resources on products that aren’t popular this season. In other words, before you start spending thousands on paid media, take stock of what items are actually WORTH calling attention to. The best way to figure out what’s hot and what’s not is by looking at consumer data trends like these from Zeta or these from Google.
Tip #5 – Invest in discounts and deals
Even with record-breaking household savings, many back-to-school shoppers will remain price conscious.
- 35% of consumers will spend less than $100 on back-to-school
- 23% of consumers will spend than $500 on back-to-school
In a back to school shopping season where consumers stand to be more price conscious than in years past, retailer marketers would be wise to place special emphasis on promoting discounts and deals.
Lenovo, for example, is building a huge back to school marketing campaign around promotions for its PCs and PC accessories.
Need more tips for back to school marketing?
Zeta’s predictive marketing insights and industry-defining identity management can help you create the most compelling campaigns you’ve ever run for the back to school season. So, if you’re looking for additional insights or help, talk to us today and see which other trends are informing the 2021 back to school season in our recent guide.