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Social Marketing, Listening and Engagement

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Social Marketing, Listening and Engagement

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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

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


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Social Marketing, Listening and Engagement

  1. 1. s) on si es gr di w fe a s lu (p
  2. 2. “So what is SOCIAL MARKETING?”
  3. 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. 4. A SIMPLER ANSWER “It’s real people having real conversations about real objects and ideas.”
  5. 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. 6. a digression “What are some organisations doing?”
  7. 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. 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. 9. a digression Source: RubyPseudo
  10. 10. “But what are real people doing?”
  11. 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. 12. WHICH WILL OFTEN BE DIFFERENT TO YOURS. desire paths. They have their own
  13. 13. Friendship & Engagement Redefined.
  14. 14. Can we challenge 150?
  15. 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. 16. 187 Average number of friends in UK. Source: Facebook, March 2010
  17. 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. 18. “So if people are having digitally enabled conversations & relationships, how are the doing it?”
  19. 19. How are the conversations powered? Source: Conversation Prism by Brian Sollis & JESS3
  20. 20. Now these tools are mainstream. Source: Universal McCann Social Media Tracker Wave 4, March 2009
  21. 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. 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. 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. 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. 25. How active are people?
  26. 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. 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. 28. a digression of organisations ban social network access at work.
  29. 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. 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. 31. “So how should we approach Social Marketing, Listening & Understanding?”
  32. 32. Social Social program program development integration (strategy) (operations) Social Social program program management measurement (execution) (analysis)
  33. 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. 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. 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. 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. 37. “What are the tools & techniques?”
  38. 38. Paid & Free Listening Tools. “What are people saying, who are they and where are they saying it & why?”
  39. 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. 40. Listening & Understanding can be used to identify partners & traditional media opportunities,
  41. 41. or fuel open dialogue campaigns,
  42. 42. & gain insight into people’s shared experiences and emotions. Both GOOD & BAD.
  43. 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. 44. Listening & Understanding GENERATES INSIGHTS Consumer Brand Culture Behaviour Communication to drive engagement.
  45. 45. “So how should we approach Engagement?”
  46. 46. Only after Listening & Understanding can we decide the depth of engagement. Community. DIFFICULTY Utility. Media.
  47. 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. 48. Because just as Creativity Social Media
  49. 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. 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. 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. 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. 53. Grounding an engagement approach. BRAND THEIR
  54. 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. 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. 56. includes help with making purchase decisions and rediscovering lost skills so you don’t have to pay someone else to do it.
  57. 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. 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. 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. 60. Pushing engagement activity HORIZONTALLY
  61. 61. eCOMMERCE? Enable our commercial relationships in the context of their real relationships.
  62. 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. 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. 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. 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. 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. 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. 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. 69. Delivered through owned or co-opted platforms for collaboration?
  70. 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. 71. Be an advocate of people , so they become advocates of you .
  72. 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. 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.