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Implementing Social Marketing for business and communication, a remix of some previous ideas and some new approaches by David J Carr, Digital Strategy Director, Chemistry Communications
Citation preview
(plus a few digressions)
“So what isSOCIAL MARKETING?”
“A social structure powered by the growth of broadband penetration, as well as more robust, easier to use dynamic web technologies which puts creative and communications power in the hands of communities, not institutions.”
ONE ANSWER...
PAIDA catalyst of
original content and audience exposure.
OWNEDA bespoke or co-opted
platform for longer and deeper relationships.
EARNEDA transparent space for conversation, advocacy
and word of mouth.
“It’s real people having real conversations about real objects and ideas.”
A SIMPLER ANSWER
A CONTROVERSIAL ANSWER?
It’s the difference between
o Read only and slow o What some organisations are doing
o Read/write, responsive and fasto What real people are doing
“What aresome organisations
doing?”
a digression
The Marketing Web: social media as one of many channels in a satellite orbit where its role is one of driving traffic to a series of concentric stages of organisational focused content/technologies. Real people and communities are on the outside.
a digression
Phase I: Trial Phase II: Transition Phase III: Strategic
Research 32% 45% 23%
Objectives 35% 39% 26%
Actions 28% 43% 29%
Devices 43% 41% 16%
Average 33% 40% 23%
Research
Research
Objectives
ObjectivesActions
Actions
Devices
Devices15%
20%
25%
30%
35%
40%
45%
Social Media Marketing Benchmark Survey / Fielded Nov 2009, N=2,317
Organisation focus and the Social Marketing Maturity Lifecycle.
a digression
Source: RubyPseudo
a digression
“But what are
real people doing?”
They are infinitely linked by strong & weak, obvious & unexpected connections.
Their networks route aroundcensorship, gaps or blocks.
“People’s lives don’t revolve around your brand, they revolve around life.”
Mike ArauzSource: SharedEgg
They have their own desire paths.
WH
ICH
WIL
L
OF
TE
N B
E
DIF
FE
RE
NT
T
O Y
OU
RS
.
Friendship & Engagement
Redefined.
Can we challenge 150?
Geographical proximityGeographical proximity
Geographical proximityGeographical proximity
<150 (Dunbar’s number)
Num
ber o
f Rel
atio
nshi
psNu
mbe
r of R
elat
ions
hips
<150 (Dunbar’s number)
>150 >150
>150 >150
Pre-digital society: Closer, less diverse discussion networks, more geographically clustered?
Digitally-enabled society: More diverse discussion networks, more geographically spread?
Sources: Pew Internet And Am
erican Life Project,
187Average number of friends in UK.
Source: Facebook, March 2010
Potentially
0
10
20
30
40
50
60
US UK/Fr/Ger BRIC
Source: Edelman Trust Barometer
Trust in “sources of information about a company”Friends/Peers
“So if people are havingdigitally enabledconversations & relationships,how are the doing it?”
How are the conversations powered?
Source: Conversation Prism by Brian Sollis & JESS3
Nowthesetools aremainstream.
Source: Universal McCann Social Media Tracker Wave 4, March 2009
Moms with teens said the internet...
Helped me save money through access to easier price comparisons, coupons, and deal alerts.
Helped me become a smarter shopper; product reviews and ratings, blogs and product information has helped me make more informed purchases..
Source: BIGresearch and Resource Interactive, August 2009
19% of internet
users now say they use Twitter
or another service to share
updates about themselves,
or to see updates about others.
27.3 million tweets
per day with an annual run
rate of 10 billion tweets
40 million Facebook
status updates a day from a
350 million-plus audience.
800 million
status updates a month by
Yahoo Mail And IM Users
Sources: Pew Internet And American Life Project, Facebook, Yahoo, Pingdom
Ages of online adults
18-24 who have used
Twitter or updated
a status online
18–24
25–34
35–44
45–54
55–64
+65
19%
20%10%
5%
4%
2%
Geeking out
TinkeringCreating
Messing about
Self-actualisationSelf-expression
Hanging around
CommunicatingConsuming content
Source: Living and Learning with New MediaSummary of Findings from the Digital Youth Project November 2008University of Southern California and University of California, Berkeley
A new hierachy of needs?
Geeking out
CreatorsCritics
Messing about
CollectorsJoiners
Hanging around
SpectatorsInactives
Source: Living and Learning with New MediaSummary of Findings from the Digital Youth Project November 2008University of Southern California and University of California, Berkeley
How active are people?
How active are people?
“Why don’t you switch off
your screen and do something
less boring instead?”
And increasingly mobile...91% of mobile phone users go online to socialise
compared to only 79% of traditional desktop users.
Source: Ruder Finn's Mobile Intent Index
Mobile Internet Outpaces Desktop Internet Adoption iPhone + iTouch Users = 8x AOL Users 8 Quarters After Launch
AOL*
NTT docomo i-mode
iPhone + iTouch Netscape*
10
20
30
40
50
60
Q1 Q3 Q5 Q7 Q9 Q11 Q13 Q15 Q17 Q19
Quarters Since Launch
Su
bsc
ribe
rs (
MM
)
iPhone + iTouch NTT docomo i-mode AOL Netscape
Desktop Internet
v 2.0 Launched 9/94
Mobile Internet
Launched 6/99
Mobile Internet
Launched 6/07
~57MM
~25MM
~7MM
Desktop Internet
Launched 12/94
~11MM
18.3 million unique mobile social network users.
65 million people use Facebook on a mobile device.
187% increase in mobile social network audience for YTD July ‘09.
Source: Mary M
eeker, Morgan Stanley, “Econom
y + Internet Trends”, October 2009; Neilsen Global M
obile – Strategies for Growth
of organisations ban social network access at work.
a digression
“The majority of the real-time search boom will be in its convergence with another rapidly growing industry, mobile computing.
[Offering people] real-time recommendations based on your current location using an application that aggregates information from real-time searches as well as social sites like Yelp and Urban Spoon...... local advertisements and “limited time” discounts on your mobile.”*
Social Periphery*Rob Diana
Physical objects in intelligent
environments
Brands as the filter and the enabler.
Ideas must be “good enough to share”
On is off/Off is onas physical and
digital worlds fuse
Social networks
Blogs, UGC & niche sites
Global Services and Communities
Communities & forumsRFID &
NearField
Barcodes, QR codes and markers
Local networks of sensors and devices
GPS, location & bespoke
sensors
Dynamic communication based on action and relevance (Ambient awareness/Social Peripheral Vision)
Mobile & mixed media applications/tools
Social Periphery & Mobile Social Networks
Context & Location as filter
Content & relationships
as intelligence
by David J. Carr davidjcarr.wordpress.comBased on Nokia’s Mobile Gateway & Jyri Engestrom
Helping us plan for now and what’s next.
“So how should we approach
Social Marketing,Listening & Understanding?”
Social program
development (strategy)
Social program
integration(operations)
Social program
management(execution)
Social program
measurement(analysis)
Send
Send
Blogs, UGC & niche sites
Enable, encourage
and optimise for sharing
Communities & forums
Social networks
Social networks & personalised content pages
Mobile and video sharing sites
Websites & email
Tools, widgets& apps
Videos & content
Ideas & assets
Tribe 1
Tribe 2
Tribe 3
Online ads, IM & promo links
Listen Understand Engage Measure, React & Respond
Use paid for media to additionally
stimulate and spread
Track results and optimise, monitor and
triage for react and respond conversations
Engage via tribes’ preferred platforms with
multiple interfaces
Create a relevant and interesting
Social Object
Segment target into tribes, give them something to join
Listen to what the target is doing in the real web
and social arena
Social program management (execution)
can be in the form of a campaign.
As long as it is “good enough to share”.
100 social “agents” who reviewedFord’s new Fiesta through Twitter, blogs, video, and events
4.3 million YouTube views 500,000+ Flickr views3 million+ Twitter impression50,000 interested potential customers, 97% don’t own a Ford currently.
But is even better when used to develop sustainable relationships.
“We will abide by our “Fans First” approach: Listening, Respecting and Celebrating them and THEIR manifestations of THEIR brand. The majority of our efforts will be spent enabling them to comment, upload, create, and consume THEIR own consumer-generated brand-related content while thirty percent will be spent on strategically targeted messaging supporting regional business objectives...Being a Fan, Friend or Follower does not mean that they opted in to have advertising blasted at them.” Michael Donnelly
Coca-Cola Group Director, Worldwide Interactive Marketing
Au
die
nce
Time Time
Traditional Campaigns Social Program Management Based on Earning Sustainable Relationships
So each activity will have a cumulative effect on brand engagement and success metrics.
Brand & Conversation audit
Interpretation/pattern recognition
Tribe development
Influencer analysis
Audience segmentation
Social object identification
Online reputation management
Customer support
Community management & moderation
Applications, brand utility & platform development
Social media newsrooms
Advocacy & Influencer outreach/Online PRConversational campaigns
React/Respond conversations
Monitoring & measurement
Listen
SocialCRM?
Understand
Engage
“What are the tools & techniques?”
Paid & FreeListening Tools.“What are people saying, who are they and where are they saying it & why?”
Audience1
Audience Attitudes– Community relationships– Interests and attitudes– Psychological outlook
Brand Attitudes– Positioning and messaging– Life fit and cultural outlook– Brand audience technographics
UNDERSTANDING & SEGMENTATION MAPPING.
Attitudes are more important than demographics.
Lorem ipsum
Listening & Understanding can be used to identifypartners & traditional media opportunities,
or fuel op
en d
ialo
gu
e
cam
paig
ns,
& gain insight into people’s shared experiences and emotions.
Both GOOD & BAD.
Because they’re even commenting
on your site whether you like it
(& have enabled it) or not.
a digression
Listening & Understanding GENERATES INSIGHTS
to drive engagement.
ConsumerBrand
CultureBehaviour
Communication
“So how should we approach
Engagement?”
Only after Listening & Understanding can we decide the depth of engagement.
DIF
FIC
ULT
YCommunity.
Utility.
Media.
VISIBILITY
TIME
Peak of Inflated Expectations
Plateau of Productivity
Slope of Enlightenment
Trough of Disillusionment
Technology Trigger
Innovators Early Adopters Early Majority Late Majority Laggards
Source: Gartner’s Hype Cycle
And only then should wechoose our platforms wisely.
Creativity
Because just as
Social Media
0 10 20 30
Stay in touch
Make plans with friends
Make new friends
Organise an event for a cause
Make new business contacts
Promote yourself or your work
Flirt
40 50 60 70 80 90 100
Teens
Adults
Why do people really use social networks?
But what about connecting with brands?
Sources: Pew Internet And Am
erican Life Project, Tara Hunt
Gurus sold a future of people worshipping brands by “friending” them and having “conversations”.
OK, but what about
connecting with
brands?
a digression
15,740 Social media experts, “gurus”,
“ninjas” & “superstars” on Twitter (+3.5x since May!)
Phew, there it is.
Yes 25.50%
No 74.50%
Have you ever followed a brand on Twitter?
Yes 40.10%
No 59.90%
Have you ever “friended” a brand on Facebook or MySpace?
Sources: Razorfish Feed ‘09, GigaTweet, Penn State, Perform
ics
5 million brand mentions
a day on Twitter, 150 million
brand mentions per month. 48% of those
who saw a brand mentioned
on Twitter did research on
that brand.
But why? Offers. So what can we do?Source: Razorfish Feed ‘09
23.5%
43.5%
6.3%
22.7%
3.5%
0.4%
I am a current customer
Exclusive deals or offers
Other people I know are fans of the brand
Interesting or entertaining content
Other
Service, support, or product news
What is the primary reason you follow a brand on Twitter?
32.9%
36.9%
6.2%
18.2%
5.0%
0.7%
What is the primary reason you “friend” a brand?
I am a current customer
Exclusive deals or offers
Other people I know are fans of the brand
Interesting or entertaining content
Other
Service, support, or product news
THEIR
BRAND
Grounding an engagement approach.
Time sensitive offers designed for life-streams. o Integrated into real-time experience with a sense of NOW.
o Urgency because traditional marketing campaigns (like TV progs) now can be filtered and time shifted (and even forgotten as our content collection piles up).
NB: Facebook have changed the rules...again.
Time sensitive offers designed for life-streams? ?
o Integrated into real-time experience with a sense of NOW.
o Urgency because traditional marketing campaigns (like TV progs) now can be filtered and time shifted (and even forgotten as our content collection piles up).
NB: Facebook have changed the rules...again.
Time sensidesigned fo?ddo Integrated into real-ti
o Urgency because trad(like TV progs) now can(and even forgotten as o
NB: Facebook have changed th
But value needs to be long-term or we create “a community of jaded fans who are only interested in the next coupon”.
iimmmmmmmmmmmmmmmee experience with a sense of NOW.
iitttttttiiiiiiiooonal marketing campaigns n bbbbbbbbbbbbeee filtered and time shifted oouuuuuuuuuuuurrrrr content collection piles up).
heee rrrrrrrrrruuuuuuuuuulllllllllleeeeeeeessssssss.........aaaaaaaagggggggggaaaaaaaaiiiiiiiiiinnnnnnn...
Peak of interest with a sharp fall.
includes help with making purchase decisions and rediscovering lost skills so you don’t have to pay someone else to do it.
Mutual long-term value exchange should underpin social relationships and brand engagement.
Brand & Conversation audit
Interpretation/pattern recognition
Tribe development
Influencer analysis
Audience segmentation
Social object identification
Online reputation management
Customer support
Community management & moderation
Applications, brand utility & platform development
Social media newsrooms
Advocacy & Influencer outreach/Online PRConversational campaigns
React/Respond conversations
Monitoring & measurement
Listen
SocialCRM
Understand
Engage
Q:Where is the true business value located in social CRM?
A: In reducing depths of the troughs.
Traditional RM peaks in engagement happen in accordance with planned activities; which are each measured for individual success. Social CRM aims to extend the impact of activity and create an uplift in sales throughout the year with increased conversation frequency, relevance and value exchange.
Traditional RM campaigncontent push.
Media driven contact peaks
Media driven contact peaksMedia driven
contact peaksMedia driven contact peaks
Sal
es v
olu
me
Q1 Q2 Q3 Q4
Traditional RM plus social activity. (social CRM)
Social cushioned troughsSocial
cushioned troughsSocial
cushioned troughs
Traffic driving initiatives, paid media & distributed content/functionality
RM Acquisition Social Spread, Sharing and stimulus
(Co-opted) OWNED MEDIACore social platform (now Facebook) and mobile utility functions as the real-time thread that holds the wider digital presence together. Messaging, news, brand interactions, entertainment, and offers are delivered and filtered based on consumers’ social graphs and location context.
EARNED MEDIA+90% of pages have fewer than 10 links pointing to them – making them almost unfindable – actively syndicating/curating content and distributing it through the social graphs of our most influential advocates increases visibility, spread and has a 2-4% higher conversion rate.
OWNED MEDIAA hub for acquisition, data segmentation and core RM pushes. The hub provides brand control and stronger conversion and retention than co-opted social platforms on their own. It also provides a permanent technology home for eCommerce, contests or customer service.
Core Social Platform Community H
ub & M
obile
Online ads, Facebook ads & links
Search optimisation, and bought keywords
Social media convers
atio
ns
Social networks
Blogs, UGC & niche sites
Listen, engage, participate, seed
Communities & forums
Targeting and conversation monitoring
Content & traffic flow
Content & traffic flow
Blogger outreach , distributed content
Send
V.O.D & YouTube channel content
Twitter and real-time search presence
Share
RM Programme & Segmentatio
n
Core Web Presence
Registration formRM home
Send
TV advertising, Press & PR
On Pack and OOBE Calls to Action
MGMe-mail
Tools, widgets& apps
Direct RM Comms Segmentation
HORIZONTALLY
Pu
shin
g
engagem
ent
act
ivit
y
Enable our commercial relationships in the context of their real relationships.
eCOMMERCE?
“a clothing retailer could identify a spike in positive chat about a celebrity that is wearing one of their apparel items, and could immediately feature that piece of clothing on their homepage and launch campaigns to a targeted audience interested in that celebrity and lifestyle. This allows the retailer to immediately maximize the new revenue opportunity, and deliver more engaging, relevant content to its customer base.”
Real-timeinsight.
The e-commerce opportunity?
Extendcommercial relationships to community-enabled supportive relationships.
o Visible staff involvement in problem resolution.
o Reacting and responding to questions and issues quickly and transparently, #twelpforce: 13,000 queries in the first two months.
o Engaging in real human conversations.
“Please hide/remove the customer-service number.”
“Our requirement is the reduce calls to the call-centre.”
“We want people to self-serve.”
a digression
And yet
@Corp
@Someone
DM @Someone
0800 000 000
Immediate/auto response & then hand-over aknowledgement
Inquiry/monitoring
TechSupportHR
CEO
Marketing Customer Service
ROUTE TO CORRECT DEPARTM
ENT
ASS
IGN TO NAMED HANDLER TO RESPOND IN APPROPRIATE M
EDIU
M
Empowered decision-making,training & investment.
Things happen in real-time but can stick around for a long time.
Over a month later the SERP results for “Vodafone & Twitter” are dominated by the news story, not product information.
Practice true customer-centric behaviour, integrated into all business processes, not a silo or a channel, horizontal not vertical...
• You send customers to other websites.
• You measure how many peoplerefer their friends to you assuccess (Net Promoter Score).
• When budgets get tightened,you tighten operational costs.
• Your only customer servicepolicy is to do right by the customer.
• Your customers are doing thingswith your product you neverdreamed and are posting videos.
• Active influencers are adding you asfriends on social networks.
• You work with your competitorstowards better customerexperiences for all.
• You know you compete for yourcustomers’ attention with everyone.
8 Signs of Customer-centric Behaviour
Source: Tara Hunt
...and throughout the entire consumer decision-making process where different types of influencers will play different roles.
On-going exposure
Start with a shortlist of brands/solutions
Increase in number of brands/solutions being considered. Attention paid to advertising, WOM & online research
with information gathering key
Consumer builds expectations based on experience to inform their next decision journey
Active & Passive LoyaltyActive Loyalty fuels advocacy but
Passive is a larger audience
Closure & the moment of decision
Source: McKinsey
Delivered through owned or co-opted platforms
for collaboration?
...thrive when “reputation (of participants) is a critical component of the service mechanism.
The reputation of participants will derive from the quantity (how much, how often) and quality (how useful) of their contributions.
Accreditation (of content) is provided by experts and by the community. Recent, relevant content regarded highly by participants with a good reputation becomes the most visible.”
Made by Many
Collaborative Platforms...
Be an advocate of people, so they become advocates of you.
o Initial kick-off meeting with Client, internal stakeholders and selected digital partners to help build the approach.
o Identify key audiences – both brand and product.
o Collation of ideas, thoughts and expertise .
o Establish relevant brand terms and competitor information to analyse Brand share of voice, sentiment and conversation arenas.
o Using SM2, Radian6 and additional free tools identify existing conversations themes around client, competitors and partner activity, key opportunities and media targets.
o Additional desk based research.
KICK-OFF WORKSHOP
LISTEN PHASE
Sample Program Management Activity.
o Analyse Listening phase findings, reports and audits.
o From conversations identified in previous phase, establish what influencers and audiences are talking about, run positive/negative assessments, collect consumer/competitor generated content etc.
o Develop Tribe segmentation model (using brand and audience attitude information). Who are they? What are they doing? How can we reach them? Identify Influencer personas and potential outreach targets.
o Workshop/Presentation of strategy, activity plan proposal and M&E.
o Development of engagement briefs, timing plans and budgets to support brand objectives and drive intent.
o Activation of approved ideas and/or collaborative platforms using a staggered approach (in order of brand, product and/ or tribe priorities) Test, Learn, Share, SCALE & REPEAT.
o Work with selected partners to create content/build relationships, implement seeding approach and any paid for media.
UNDERSTAND PHASE
Sample Program Management Activity.
ENGAGE PHASE