1.
s)
on
si
es
gr
di
w
fe
a
s
lu
(p

2.
“So what is
SOCIAL MARKETING?”

3.
ONE ANSWER...
“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.”
PAID OWNED EARNED
A catalyst of A bespoke or co-opted A transparent space for
original content and platform for longer and conversation, advocacy
audience exposure. deeper relationships. and word of mouth.

4.
A SIMPLER ANSWER
“It’s real people having
real conversations about
real objects and ideas.”

5.
A CONTROVERSIAL ANSWER?
It’s the difference between
o Read only and slow
o What some organisations are doing
o Read/write, responsive and fast
o What real people are doing

6.
a digression
“What are
some organisations
doing?”

7.
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.

8.
a digression
Organisation focus and the Social
Marketing Maturity Lifecycle.
45%
Devices
40%
35% Objectives
Research
30%
Actions
Actions
Objectives
25%
Research
20%
Devices
15%
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%
Social Media Marketing Benchmark Survey / Fielded Nov 2009, N=2,317

9.
a digression
Source: RubyPseudo

10.
“But what are
real people
doing?”

11.
They are infinitely linked by strong &
weak, obvious & unexpected connections.
Their networks route around
censorship, gaps or blocks.
“People’s lives don’t revolve around your
brand, they revolve around life.”
Mike Arauz
Source: SharedEgg

12.
WHICH WILL
OFTEN BE
DIFFERENT
TO YOURS.
desire paths.
They have their own

13.
Friendship & Engagement
Redefined.

14.
Can we challenge 150?

15.
Pre-digital society: Closer, less diverse discussion networks, more geographically clustered?
>150 <150 (Dunbar’s number) >150
Number of Relationships
Geographical proximity Geographical proximity
Digitally-enabled society: More diverse discussion networks, more geographically spread?
>150 <150 (Dunbar’s number) >150
Sources: Pew Internet And American Life Project,
Number of Relationships
Geographical proximity Geographical proximity

16.
187
Average number
of friends in UK.
Source: Facebook, March 2010

17.
Potentially
Trust in “sources of information about a company”
60 Friends/Peers
50
40
30
20
10
0
US UK/Fr/Ger BRIC
Source: Edelman Trust Barometer

18.
“So if people are having
digitally enabled
conversations & relationships,
how are the doing it?”

19.
How are the
conversations
powered?
Source: Conversation Prism by Brian Sollis & JESS3

20.
Now
these
tools are
mainstream.
Source: Universal McCann Social Media Tracker Wave 4, March 2009

21.
Moms with teens said the internet...
Source: BIGresearch and Resource Interactive, August 2009
Helped me save money through Helped me become a smarter
access to easier price comparisons, shopper; product reviews and
coupons, and deal alerts. ratings, blogs and product
information has helped me make
more informed purchases..

22.
19%
users no w say
er ser
t
vi
of internet r
e
hey us are
h
Twitte
ce to s s,
e
27
pe
.3
r day
w
a nnual
ith an weets
llion t
n
millio un
r
tweets
or an oth emselv hers. of 10 b
i
bout th bout ot rate
upd ates a dates a
or to see up
40
ok
Facebo
illion a
m a y from
t es a d ience.
s upda lus aud
800
statu
t
millio
s upda nd IM U
o
n
nth by
es a m sers
statu
350 m
illion-
p
ults
ine ad d
M a il A ges of
onl se
Yahoo A
18 -24
who have u
ated
2% r or upd
+65 Twitte online
s
4% a statu
55 – 64
5%
45 – 54 10%
20%
35 – 44
19%
25 – 34
18 –24
Sources: Pew Internet And American Life Project, Facebook, Yahoo, Pingdom

23.
A new hierachy of needs?
Geeking Tinkering
out Creating
Messing Self-actualisation
about Self-expression
Hanging Communicating
around Consuming content
Source: Living and Learning with New Media
Summary of Findings from the Digital Youth Project November 2008
University of Southern California and University of California, Berkeley

24.
How active are people?
Geeking Creators
out Critics
Messing Collectors
about Joiners
Hanging Spectators
around Inactives
Source: Living and Learning with New Media
Summary of Findings from the Digital Youth Project November 2008
University of Southern California and University of California, Berkeley

25.
How active are people?

26.
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
f
sw itch of ing
do n’t you do someth
“Why and
creen ?”
your s ing instead
or
less b

27.
Mobile Internet Outpaces Desktop Internet Adoption
Source: Mary Meeker, Morgan Stanley, “Economy + Internet Trends”, October 2009; Neilsen Global Mobile – Strategies for Growth
iPhone + iTouch Users = 8x AOL Users 8 Quarters After Launch
~57MM
60 Mobile Internet Desktop Internet
iPhone + iTouch Netscape*
50 Launched 6/07 Launched 12/94
Subscribers (MM)
40
~25MM Mobile Internet
30 NTT docomo i-mode
Launched 6/99
20
~11MM
Desktop Internet
10
AOL*
~7MM v 2.0 Launched 9/94
Q1 Q3 Q5 Q7 Q9 Q11 Q13 Q15 Q17 Q19
Quarters Since Launch
iPhone + iTouch NTT docomo i-mode AOL Netscape
187% increase in 18.3 million 65 million people
mobile social network unique mobile social use Facebook on a
audience for YTD July ‘09. network users. mobile device.

28.
a digression
of organisations
ban social network
access at work.

29.
“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

30.
Social Periphery &
Mobile Social Networks
Local networks of Global Services
Mobile & mixed media
sensors and devices and Communities
applications/tools
Content &
Context & relationships
Location as filter as intelligence
GPS, location Social Communities
RFID & & bespoke networks & forums
NearField sensors
Blogs, UGC
Barcodes, QR codes
& niche sites
and markers
Dynamic communication
based on action and relevance
(Ambient awareness/Social Peripheral Vision)
Brands as the filter
Physical objects On is off/Off is on
and the enabler.
in intelligent as physical and
Ideas must be “good
environments digital worlds fuse
enough to share”
Helping us plan for now and what’s next.
by David J. Carr davidjcarr.wordpress.com
Based on Nokia’s Mobile Gateway & Jyri Engestrom

31.
“So how should we approach
Social Marketing,
Listening & Understanding?”

32.
Social Social
program program
development integration
(strategy) (operations)
Social Social
program program
management measurement
(execution) (analysis)

33.
Social program management (execution)
can be in the form of a campaign.
Listen Understand Engage Measure, React & Respond
Listen to what the target Segment target into Create a relevant Engage via tribes’
is doing in the real web tribes, give them and interesting preferred platforms with
and social arena something to join Social Object multiple interfaces
Send
Track results and
Tribe 1 Tools, widgets Social networks optimise, monitor and
& apps & personalised Social triage for react and
content pages networks respond conversations
Use paid for media
to additionally
stimulate and spread
Enable,
encourage
and optimise Communities
Send for sharing & forums
Tribe 2 Videos & content Online ads, IM
& promo links
Mobile and video
sharing sites
Blogs, UGC
& niche sites
Tribe 3 Ideas & assets Websites & email
As long as it is “good enough to share”.

34.
100 social “agents” who reviewed
Ford’s new Fiesta through Twitter,
blogs, video, and events
4.3 million YouTube views
500,000+ Flickr views
3 million+ Twitter impression
50,000 interested potential customers,
97% don’t own a Ford currently.

35.
But is even better when used to develop
sustainable relationships.
Traditional Campaigns Social Program Management Based on Earning Sustainable Relationships
Audience
Time Time
“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

36.
So each activity will have a cumulative effect
on brand engagement and success metrics.
Interpretation/pattern recognition
Brand & Conversation audit Tribe development
React/Respond conversations Influencer analysis
Listen Understand
Monitoring & measurement Audience segmentation
Social Social object identification
CRM?
Community management & moderation Online reputation management
Social media newsrooms Customer support
Engage
Conversational campaigns Advocacy & Influencer outreach/Online PR
Applications, brand utility
& platform development

37.
“What are the
tools & techniques?”

38.
Paid & Free
Listening Tools.
“What are people saying, who are they
and where are they saying it & why?”

39.
UNDERSTANDING & SEGMENTATION MAPPING.
Audience1
Lorem ipsum
Attitudes are more important
than demographics.
Audience Attitudes Brand Attitudes
– Community relationships – Positioning and messaging
– Interests and attitudes – Life fit and cultural outlook
– Psychological outlook – Brand audience technographics

40.
Listening & Understanding can be used to identify
partners & traditional media opportunities,

41.
or fuel open dialogue
campaigns,

42.
& gain insight into people’s
shared experiences and emotions.
Both GOOD & BAD.

43.
a digression
mme nting
’re ev en co ke it
ause they her y ou li
Bec site whet not.
on your bled it) or
have ena
(&

44.
Listening & Understanding
GENERATES INSIGHTS
Consumer
Brand
Culture
Behaviour
Communication
to drive engagement.

45.
“So how should we approach
Engagement?”

46.
Only after Listening & Understanding
can we decide the depth of engagement.
Community.
DIFFICULTY
Utility.
Media.

47.
And only then should we
choose our platforms wisely.
VISIBILITY
Peak of Inflated Expectations
Plateau of Productivity
Slope of Enlightenment
Trough of Disillusionment
Technology Trigger
TIME
Innovators Early Adopters Early Majority Late Majority Laggards
Source: Gartner’s Hype Cycle

48.
Because just as
Creativity
Social Media

49.
Why do people really use social networks?
Flirt
Teens
Adults
Promote yourself or your work
Make new business contacts
Organise an event for a cause
Make new friends
Sources: Pew Internet And American Life Project, Tara Hunt
Make plans with friends
Stay in touch
But w
conne hat about
cting 0 10 20 30 40 50 60 70 80 90 100
brand with
s?

50.
a digression
Gurus sold a future of people
worshipping brands by “friending”
them and having “conversations”.
15,740
Social
m
“ninja edia exper out
s” & “ ts, “gu what ab
super OK, but ing with
Twitte stars” rus”,
nds?
r (+3.5 on connect
x sinc
e May
!) bra

51.
Phew, there it is.
Have you ever followed
a brand on Twitter?
Yes
25.50% Have you ever “friended” a brand
on Facebook or MySpace?
Yes
40.10%
No
74.50% No
59.90%
Sources: Razorfish Feed ‘09, GigaTweet, Penn State, Performics
5
a
m illion
br
Twitte er mo
day on tions p
en
e
m
ntions
and m illion
r, 150 nth.
48% a
who s ter did
a
of thos
w a br researc
n
nd me h on
e
tioned
br and m n Twi
t
o .
that brand

52.
What is the primary reason
you follow a brand on Twitter?
I am a current customer 23.5%
Exclusive deals or offers 43.5%
Other people I know are fans of the brand 6.3%
Interesting or entertaining content 22.7%
What is the primary reason
you “friend” a brand?
Service, support, or product news 3.5%
I am a current customer 32.9%
Other 0.4%
Exclusive deals or offers 36.9%
Other people I know are fans of the brand 6.2%
Interesting or entertaining content 18.2%
Service, support, or product news 5.0%
Other 0.7%
But why? Offers. So what can we do?
Source: Razorfish Feed ‘09

53.
Grounding an engagement approach.
BRAND
THEIR

54.
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.

55.
But value needs to be long-term
or we create “a community of jaded fans who
are only interested in the next coupon”.
Peak of interest
with a sharp fall.
Time sensi
sensitive offers
d
designed for life-streams?
?
fo
o Integrated into real-time experience with a sense of NOW.
real-time
i
o Urgency because traditional marketing campaigns
traditional
(like TV progs) now can be filtered and time shifted
n be
(and even forgotten as our content collection piles up).
our
NB: Facebook have changed the rules...again.
the rules...again.
he

56.
includes help with making purchase decisions
and rediscovering lost skills so you don’t have
to pay someone else to do it.

57.
Mutual long-term value exchange should underpin
social relationships and brand engagement.
Interpretation/pattern recognition
Brand & Conversation audit Tribe development
React/Respond conversations Influencer analysis
Listen Understand
Monitoring & measurement Audience segmentation
Social Social object identification
CRM
Community management & moderation Online reputation management
Social media newsrooms Customer support
Engage
Conversational campaigns Advocacy & Influencer outreach/Online PR
Applications, brand utility
& platform development

58.
Q:Where is the true business
value located in social CRM? Media driven
contact peaks
Media driven
contact peaks
Sales volume
Media driven
contact peaks Social
Media driven
cushioned
contact peaks Social troughs
cushioned
Social Traditional RM
troughs plus social activity.
cushioned (social CRM)
troughs
Traditional
RM campaign
content push.
Q1 Q2 Q3 Q4
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.
A: In reducing depths of the troughs.

59.
Traffic driving initiatives, paid media & distributed content/functionality
RM Acquisition Social Spread, Sharing and stimulus
Send
Google
Twitter and real-time
TV advertising, On Pack and OOBE MGM Search optimisation, V.O.D & YouTube Online ads, Facebook Blogger outreach , Tools, widgets
search presence
Press & PR Calls to Action e-mail and bought keywords channel content ads & links distributed content & apps
Targeting and
conversation
monitoring
Listen, engage,
Content & participate, seed
Core Web Presence traffic flow Share
Content &
traffic flow
Social Communities
networks & forums
il e
Send
s
M ob
tio n
RM home Registration form
rsa
b&
io n
ve
Hu
at
Blogs, UGC
on
nt
it y
ac
e & niche sites
Direct RM Comms Segmentation
eg
m un ed
i
&S o mm lm
R M Pr o g ra m m
e Co r
e S o c i a l P l at fo r mC S o ci a
OWNED MEDIA (Co-opted) OWNED MEDIA EARNED MEDIA
A hub for acquisition, data segmentation Core social platform (now Facebook) and +90% of pages have fewer than 10 links
and core RM pushes. The hub provides mobile utility functions as the real-time pointing to them – making them almost
brand control and stronger conversion thread that holds the wider digital unfindable – actively syndicating/curating
and retention than co-opted social presence together. Messaging, news, brand content and distributing it through the
platforms on their own. It also provides a interactions, entertainment, and offers are social graphs of our most influential
permanent technology home for delivered and filtered based on consumers’ advocates increases visibility, spread and
eCommerce, contests or customer service. social graphs and location context. has a 2-4% higher conversion rate.

60.
Pushing
engagement
activity
HORIZONTALLY

61.
eCOMMERCE?
Enable our commercial
relationships in the context
of their real relationships.

62.
The e-commerce opportunity?
Real-time
insight.
“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.”

63.
Extend o Visible staff involvement in problem resolution.
o Reacting and responding to questions and
commercial relationships to issues quickly and transparently, #twelpforce:
community-enabled 13,000 queries in the first two months.
supportive relationships. o Engaging in real human conversations.

64.
a digression
“Please hide/remove the
customer-service number.”
And yet “Our requirement is the reduce
calls to the call-centre.”
“We want people to self-serve.”

65.
NDLER TO RESPOND
D HA IN
E AP
AM PR
CEO
N
OP
TO
RI
N
EC
CORR T DEPA
AT
Tech
IG
HR Support
TO
EM
ASS
E RT
T
EDIU
M
U
RO
EN
T
M
0800 000 000
Customer
Marketing
Service
@Corp
someone@someone.com
DM @Someone
Inquiry/ Immediate/
monitoring auto response &
then hand-over
aknowledgement
Empowered
@Someone
decision-making,
training & investment.

66.
Over a month
later the SERP
results for
“Vodafone &
Twitter” are
dominated by
the news story,
not product
information.
Things happen in
real-time but can
stick around for a
long time.

67.
Practice true customer-centric behaviour,
integrated into all business processes, not
a silo or a channel, horizontal not vertical...
8 Signs of Customer-centric Behaviour
• You send customers to • Your customers are doing things
other websites. with your product you never
dreamed and are posting videos.
• You measure how many people
refer their friends to you as • Active influencers are adding you as
success (Net Promoter Score). friends on social networks.
• When budgets get tightened, • You work with your competitors
you tighten operational costs. towards better customer
experiences for all.
• Your only customer service
policy is to do right by • You know you compete for your
the customer. customers’ attention with everyone.
Source: Tara Hunt

68.
...and throughout the entire consumer
decision-making process where different
types of influencers will play different roles.
Increase in number of brands/solutions
being considered. Attention paid to
advertising, WOM & online research
with information gathering key
Start with a shortlist
of brands/solutions
Active & Passive Loyalty
Active Loyalty fuels advocacy but
Passive is a larger audience
On-going
exposure
Closure & the
moment of
decision
Consumer builds expectations based on
experience to inform their next decision journey
Source: McKinsey

69.
Delivered through owned or co-opted platforms
for collaboration?

70.
Collaborative Platforms...
...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

71.
Be an advocate of people
, so they become advocates of you
.

72.
Sample Program Management Activity.
KICK-OFF WORKSHOP
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 .
LISTEN PHASE
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.

73.
Sample Program Management Activity.
UNDERSTAND PHASE
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.
ENGAGE PHASE
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.