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Agenda: How Media are convergingWhy content is centralContent structure and workflowContent marketing maturityHow content integrates with converged media modelsConverged workflowExamples of converged campaigns
The average person sees some 3,000 brand impressions every day.1 The media and information they consume might originate in traditional media, social media, advertising, or — with increasing frequency — a hybrid of all three. Consumers rarely pause to note provenance. Media are a veritable blur. The primary quest is for information, entertainment, or shopping. The goal is simply to find the “right” media, be it paid, owned or earned, along this highly dynamic customer journey. Brands are challenged to intercept this elusive customer and cut through the media clutter, regardless of whatever channel or medium consumers are engaged with.http://static6.businessinsider.com/image/4d6eb01ccadcbbca07010000/times-square-new-york.jpg
Screenshots are of paid search results, a Blue Cross Blue Shield blog from Michigan and a Facebook status posting about an open position at BCBS.Paid media: are display or broadcast advertising. In digital channels, paid media include banner ads, Pay Per Click (PPC) search ads, advertorials, sponsorships, sponsored links, and pay-per-post blogging. The common factor of all these channels is that they are a form of advertising for which a media buy is necessary.Owned media are all content assets a brand either owns or wholly controls. Owned media channels include websites, microsites, branded blogs, videos, and the brand’s own(ed) presence on social media and social network channels, such as Facebook, Twitter, YouTube, Flickr, etc. Owned media is largely content marketing, i.e., content a brand owns and/or publishes that involves no media buy.Earned media is user-generated content created and/or shared by users. (It bears mentioning that some consider shared media to be a separate channel. More on this below in Outlying Channels.) Types of earned media include consumers’ social media posts, tweets, reviews, videos, photos, and open online communities. Another component of earned media is mentions in media or on social channels that are the result of PR or media relations. For brands, earned media is the most elusive and difficult of the three channels; while it can be influenced, it cannot be directly controlled.
Converged Media utilizes two or more channels of paid, earned, and owned media. It is characterized by a consistent storyline, look, and feel. All channels work in concert, enabling brands to reach customers exactly where, how, and when they want, regardless of channel, medium, or device, online or offline. With the customer journey between devices, channels, and media becoming increasingly complex, and new forms of technology only making it more so, this strategy of paid/owned/earned confluence makes marketers impervious to the disruption caused by emerging technologies.
Content audit - Assessing current content and determining how to make it work best with SEO principles - what content should be used as-is? Tweaked? Thrown out?-- Try to find a CASE STUDY that talks about content siloing - does it work?2. Keyword Research is only the beginning - Tons of SEO data is locked up in social graphs - how do you access that?3. Editorial calendar - include what keywords each piece of content will focus on -- Factoring in where content should be places in the site IA to create stronger SEO content silos – all part of the editorial calendar – more on this later, in education and training4. Connect to specific measurement KPIs 5. Focusing on the long-tail - The highest search volume words don't always represent the way the content writers would prefer to position their products - how to handle these problems? How can content be drafted and implemented to focus on the longtail? -- Some of the content examples in the balloon chart are much more longtail - win on lots of keywords that draw small amounts of traffic over time
Personas: The archetype characters that represent the varying segments of a target audience.Iron Mountain key services: Information Management; Data Protection and Recovery; Information DestructionIron Mountainfound its product development priorities were driven more by tech advancements than by customer challenges and pain points. To help remedy this — and increase product differentiation and fit —they created personas that helped them understand the goals, attitudes, and behaviors of both institutional buyers and end users of their products. These personas helped create a shared vision of users among disparate stakeholders and to improve email marketing campaign responses up to 300%. Technology product management and marketing professionals interested in emulating Iron Mountain's persona success should make sure personas are based on sound fundamentals, focus on one project at a time, and get stakeholder buy-in early to promote persona use throughout the organization.Sources:http://www.forrester.com/rb/Research/case_study_iron_mountain_uses_personas_for/q/id/47050/t/2 http://topliners.eloqua.com/servlet/JiveServlet/previewBody/1663-102-2-2110/Persona%20Development.pdf
Based on SEO research, your Keyword List is a list of words and phrases most critical to your business, products and services when it comes to being found on the Web. If you don’t have an SEO expert on staff, anyone and everyone involved in content creation should receive foundational training in SEO and how to appropriately use keywords (and other SEO principles) in content creation.
An editorial calendar establishes what content will be created when, in what format, and for which content channel. A digital editorial calendar also tracks the connections for that content, including how the content will be repurposed and amplified in social media channels.The editorial calendar should contain a list of all content approved for publication. It should address the questions: how much content, how often, and specifically when it will publish. It includes content requirements, responsibilities and a schedule.Source of editorial calendar example: http://www.findandconvert.com/wp-content/uploads/2011/11/editorial-calendar-sample.png
Slice 'n' dice: example: write a speech, create a deck, video speech, blog speech, post video to YouTube, deck to Slideshare, transcribe presentation. extract charts and infographics. Make the talk a whitepaper. An ebook. A column. Maybe it can be a webinar, or a training sessions.
Most organizations with a marketing department have already created this (usually one-page-long) description of the corporate brand.
Notice how Nokia’s Style Guide encourages writing with a human, rather than a technical, tone of voice to make communications warmer and more understandable. Providing examples such as these is always a great idea in a style guide, rather than broader abstractions that are open to misinterpretation.
Culture: Rebalancing requires deep departmental integration and cultural shifts across the enterprise, as well as education, training and new digital skill sets for staff within and beyond the marketing organization.(From RL’s email):Content not residing in marketing and the necessity to break down silos and talk to colleagues in other departments to find stories. This could then let her discuss an intrinsic value of enterprise social networks, her most recent report.
Content may “live” in Marketing, but stories and opportunities flow in from other departmentsCross-departmental support and integration is critical to successLeader(s) must be empowered and understood by entire company, not just Marketing
Reports ToChief Executive Officer/Chief Operating Officer (smaller enterprise) or Chief Marketing Officer/VP of Marketing (larger enterprise)Position SummaryThe Chief Content Officer (CCO) oversees all marketing content initiatives, both internal and external, across multiple platforms and formats to drive sales, engagement, retention, leads and positive customer behavior.This individual is an expert in all things related to content and channel optimization, brand consistency, segmentation and localization, analytics and meaningful measurement.The position collaborates with the departments of public relations, communications, marketing, customer service, IT and human resources to help define both the brand story and the story as interpreted by the customer.ResponsibilitiesUltimately, the job of the CCO is to think like a publisher/journalist, leading the development of content initiatives in all forms to drive new and current business. This includes:Ensure all content is on-brand, consistent in terms of style, quality and tone of voice, and optimized for search and user experience for all channels of content including online, social media, email, point of purchase, mobile, video, print and in-person. This is to be done for each buyer persona within the enterprise.Mapping out a content strategy that supports and extends marketing initiatives, both short- and long-term, determining which methods work for the brand and why. Continuous evolvement of strategy is a must.The development of a functional content calendar throughout the enterprise verticals, and defining the owners in each vertical to particular persona groups.Supervising writers, editors, content strategists; be an arbiter of best practices in grammar, messaging, writing, and style.Integration of content activities within traditional marketing campaigns.Conducting ongoing usability tests to gauge content effectiveness. Gathering data and handle analytics (or supervise those who do) and make recommendations based on those results. Working with owners of particular content to revise and measure particular content and marketing goals.Developing standards, systems and best practices (both human and technological) for content creation, distribution, maintenance, content retrieval and content repurposing, including the real-time implementation of content strategies.Leveraging market data to develop content themes/topics and execute a plan to develop the assets that support a point of view and educate customers that leads to critical behavioral metrics.Establishing work flow for requesting, creating, editing, publishing, and retiring content.Work with technical team to implement appropriate CMS.Conducting periodic competitive audits.Supervising the maintenance of content inventories and matrices.Ensuring consistent global experience and implement appropriate localization/translation strategies.Participation in the hiring and supervising of content/story leaders in all content verticals.Creation of a strategy for developing SMS/MMS outreach and advertising, apps, etc. as needed.Work closely with company's Chief Design Officer on all creative and branding initiatives to ensure a consistent message across channels.
Chief Marketing OfficerContent/Editorial DirectorConversation/Community DirectorBloggerSocial Media GuruCopy Editor and WriterOutside ConsultantsPR ProfessionalEVERYONE (or nearly!)
Description: An organization that hasn’t yet realized the value of content marketing starts in the Stand stage. This organization may have dabbled in social media or created a blog, but activity is infrequent and not generally viewed as important within the organization. The marketing department relies almost wholly on “push” communications, such as e-mail marketing, direct mail, and advertising.While organizations in this initial stage may have discussed elements of content marketing, no internal stakeholder has made a case for content. These organizations require a catalyst to demonstrate the value that content can have on their marketing, communication, and sales teams before they can move into the second maturity stage and begin developing strategy to guide their efforts.
Description: An organization at the Stretch stage realizes the value of content marketing and begins to build the strategy and support necessary to create and publish content. Understanding develops that — while many of the tools and media are free — content requires an investment of resources. An executive sponsor is necessary to lead the program and communicate its value and reach to the organization. This executive sponsor is also tasked with identifying team members to engage with early channels, building basic forms of content, and evaluating potential agency relationships.Content is driven by the understanding that its focus must be around the company’s products or services, but very often not specifically about them. Content tends to be directed to one or two discrete channels (e.g., a blog, whitepapers, or articles; a Facebook page; or a YouTube channel).
BACKGROUNDIndium is a 75-year-old manufacturer of electronics assembly materials. Rick Short, director of marketing communications, has been there 25 years. Short realized several years ago that social media could be a powerful marketing force and he began experimenting with it on his own, blogging about topics of personal interest unconnected to Indium. When he began thinking about adding social media to Indium’s marketing mix, he first needed to help people at Indium understand that the tools in social media are available and can be effective for B2B. A blogging strategy was initially fought, as leadership believed it would violate social culture. However, Short disagreed:“Through the 75 years of our company we have always been about earning (customers) by developing great products or showing them how to enhance their process whether it’s through a technique or a product. So we’ve always had this great need to be socially adept and appealing to the needs of our customers… so it was a natural process to say, hey, there are some new tools available, why don’t we throw those into our bag of tricks?” Indium’s CEO and other leadership also believed that blogging would not be a good idea for the organization, as “blogging can live forever.” However, Short argued that other media can as well in the digital age and that the long-lasting nature of a blog is not a reason to inhibit its use. Rather than creating an Indium policy specific to blogging, Short led the creation and implementation of a more all-encompassing social media policy as a kickoff to the company’s blog strategy, setting a solid foundation for Indium’s foray into social media.STRATEGYShort started formulating Indium’s blogging and social media strategy with keyword research. He identified 73 of the most important keywords his prospective customers would search for. Then he created 73 different blogs that focused on each keyword and assigned a dozen employees to write those blogs.Blogging is now the most prevalent social media platform at Indium. The ultimate goal is to produce face-to-face contacts and relationships. Blogging advances close contact and, through the inclusion of video, photos, commenting, emails and phone numbers, Indium can invite customers to engage in conversations offline.Indium now has 15 blogs with 17 dedicated bloggers maintaining them (many of whom are engineers). The bloggers write about the nuances of each market segment, focusing on the keywords uncovered by Short’s research. Indium’s blog posts feature buyer oriented keywords likely to be searched. Headlines like “Wave Solder Flux Deactivation Temperatures Explained” and “Using Integrated Preforms for Solder Fortification” may not be interesting to most people, but if you’re on the market for solder, these are the details you need to know to specify the right solder. RESULTSOnce the blogs took off, customer contacts increased 600% in a single quarter. And everyone who contacted a blog author, commented on a blog post or downloaded a white paper opted in to the company’s customer database. “Most people in the world can’t believe that people really care about this stuff,” Short told Ann Handley and C.C. Chapman, authors of the book Content Rules: How to Create Killer Blogs, Podcasts, Videos, Ebooks, Webinars (and More) That Engage Customers and Ignite Your Business. “But my customers do… They love this stuff!” Customers like circuit board manufacturers, solar panel manufacturers and the semiconductor industry. So what can you learn from Indium? It doesn’t matter how obscure your product or service is. As long as you fill a need in the marketplace, you have customers.“The mantra of my content program is simple: content to contact to cash,” states Short.SOURCES:http://www.socialmediaexaminer.com/how-to-create-content-that-engages-prospects-and-customers/http://sarahsturtevant.com/wordpress/search-engine-optimization/indium-corp-proves-the-value-of-birthing-a-corporate-blog/http://www.briansolis.com/2011/03/b2b-social-media-lead-generation-explained/http://books.google.com/books?id=sFhq-cdX89wC&pg=PA259&lpg=PA259&dq=indium+corp+social+media&source=bl&ots=DpbAePsJif&sig=FFlQXZ4nSyKJBEZ1SoeLgnmBRI4&hl=en&ei=_5nmTpuHA8eziQLv7LX-Bg&sa=X&oi=book_result&ct=result&resnum=4&ved=0CDUQ6AEwAzgK#v=onepage&q=indium%20corp%20social%20media&f=false
Description: In this stage, content creation and production get a solid strategic foundation organizationally. From channel specific (e.g., “we blog”), content begins to become channel agnostic and is distributed across a variety of channels and platforms. Processes are formalized. This is the stage at which a team begins to take shape, strategy is more fully refined and tweaked, and the team begins to establish governance to scale and shape content processes. Existing content, as well as potential sources of content, are identified and unified across the organization. Content is then formally audited and assessed, often with a formal scoring or grading process. Content is optimized for digital and social distribution, and efforts are made to identify repeatable, sustainable content modules and practices. The leader of the content group makes a more concerted effort to connect content development with all parts of the organization’s communication teams.
Eloqua is a privately held company that sells digital marketing automation software. The company was already creating some content when Joe Chernov was promoted to the newly created role of vice president of content marketing. Given the metrics-driven nature of the company’s products and services, Chernov knew he would have to prove the value of his own marketing efforts while creating content that positioned Eloqua as a thought leader in the marketing industry. Chernov launched a corporate blog and worked on a series of free ebook guides, white papers, webinars, infographics, and other educational content. He also hired a former journalist as a full time corporate reporter.Leveraging internal experts as bloggers, Eloqua's corporate blog reached the Ad Age Power 150 within its first year. Chernov used the blog to promote the company’s free content, made trackable by requiring visitors to provide their name, email, phone number, company and job title in order to download it. This data enabled Chernov to connect the dots between revenue and content. Four free guides were directly attributable to $2.5 million in revenue in 2010. Not only can Eloqua directly connect revenue with content, they can also evaluate lead quality. On average, 17 percent of visitors to Eloqua.com are VP or higher, but 25 percent of visitors who find the site via content pieces are VP or higher. The Takeoff stage of Altimeter's content marketing maturity model requires an organization to implement a measurement framework to demonstrate content’s value to the organization.
Description: This phase of the maturity model is the goal for most companies seriously committed to content marketing. The organization’s strategy is clear, as well as communicated throughout the enterprise at this stage. Focus shifts toward expanding the team and its ability to create experiential, engaging content rather than simply creating and publishing simpler stories and informational pieces. The processes for producing content are also more fully developed and strategic. Content is created with a view toward being reusable or repurposed across multiple media platforms. To achieve this, content must have a life of its own — decoupled from the brand, product, or service — to enable it to travel. Agency relationships are frequently deepened into longer engagements rather than episodic, campaign-based initiatives. Connections between the content team and the rest of the organization’s communication groups solidify, but there are still some growing pains/holdovers.Earned media increases in importance, as the organization’s efforts have existed long enough to sustain a constant flow of “earned” media that helps extend reach. Achieving earned content is often expressly a goal of the company’s paid advertising, while owned content is created with a view toward sparking conversation and other forms of earned media. A continual challenge is to achieve a resource balance that maintains both growth and equilibrium while remaining cost effective and to scale — and at the same time maintaining a high level of customer engagement. Yet even these sophisticated marketers can overly focus on “bright shiny objects,” the newest, most sophisticated, and technologically advanced digital channels, while overlooking basics such as search and e-mail.
Nestlé is the world’s largest nutrition, health and wellness company with global revenues exceeding CHF 109M. When Pete Blackshaw became global head of digital and social media, one of his first orders of business was fostering a “culture of content” within the executive leadership ranks. While Nestlé had long recognized the importance of content proliferation as part of its global marketing and sales strategy, Blackshaw believed further development was necessary if Nestlé wished to remain top-of-mind with its social-savvy consumers and boost product speed to market.Blackshaw flew a team of senior managers from company headquarters in Vevey, Switzerland to visit entrepreneurial and fast-moving digital companies in Silicon Valley, notably Facebook. Nestlé’s executives were inspired by the social network’s constantly evolving and listening-focused company culture. Blackshaw cites the executive “field trip” as a success in helping the company more quickly adapt to changes in the digital landscape. He plans to continue content marketing training in 2012 with the launch of a company-wide training initiative. Other companies within the Ascend stage of Altimeter Group’s content marketing maturity model may pursue similar executive development opportunities to aid in the adaptation and advancement of their company culture and content strategies on divisional levels, as well as throughout the enterprise.
Description: This is the most aspirational phase of Altimeter’s Content Marketing Maturity Model. Only a handful of companies have begun to Run, primarily global CPG brands with a strong commitment to pop-culture marketing initiatives. In this phase, a successful, real-time integration of content marketing and curation is part of the fabric of nearly all aspects of branding. The organization has become a bona fide media company, actually able to monetize innovative and highly polished content that is either branded and/or related to the brand proposition. Content is sold and licensed based on its standalone merit, with content divisions having separate P&L responsibility.Earned media (specifically, consumer-generated content) often significantly outpaces owned media. Media shared between the company and its partners becomes an important asset. Multi- disciplined agency relationships are efficiently producing content that is high in quality, creative, and professional. Production and creative are often a full, standalone business unit. Content opportunities are discovered and leveraged that relate to a brand experience more so than around products or services.
Red Bull, the Austria-based energy drink company with 3.78B euros in annual revenue, has long been recognized as a content powerhouse. It produces high-energy, maximum impact, visually stimulating artifacts that directly tie in to its extreme energy drink branding and related sports and aviation sponsorship. Its focus on permeating global culture with its branded and brand-related content has proven so successful that Red Bull continued to “soar” with the addition of RedBullContentPool.com – an e-commerce website that allows (primarily commercial) users to license clips from the brand’s extensive video content library.In addition to the ability to license nearly 8,000 videos on RedBullContentPool.com, users interested in Red Bull’s photography may visit an alternate site that offers more than 42,000 photos free to anyone using them for editorial purposes. The company also offers specific pieces of content for download via iTunes, owns a record label and publishes a print magazine, among many other media initiatives. Red Bull’s complex distribution model allows it to utilize content to its maximum potential in both revenue generation and impact on global culture. Other companies within the Soar stage of Altimeter Group’s content marketing maturity model may pursue similar commercial media licensing, syndication and distribution models to grow the reach, impact and ROI of their content, ultimately creating additional opportunities to generate earned media in the process.
While earned media is the most challenging to measure for direct ROI, it’s also the most powerful medium for achieving brand goals such as advocacy, loyalty, retention, and, ultimately, increased sales. But quality earned alone is not enough; brands must leverage paid and owned media to drive quantity. Many brands, agencies, and vendors interviewed reiterate that the main challenge to scale in earned media (and for the industry at large) lies in the immaturity of the technology and how it impacts agility.
Brands’ partner companies require briefs that define the scope of paid, owned, and earned convergence.
Design, voice, branding, and other creative elements must be agreed upon and defined across paid and owned channelsHumans build relationships with brands in the same ways they do with other humans: through ongoing interactions, establishing trust and mutual benefit/value. As digital channels continue to evolve, so does the audience’s options for consumption. Aligning content across channels is paramount for driving consistent brand messaging, value, look, and feel. Stakeholders across paid and owned channels must also be aligned on branding elements from day one.
Agility is a derivative of effective listening, measurement, and resource allocation, as well as market, cultural, and media awareness. The organization must also facilitate agility in its converged media strategy by providing the proper labor resources, buy-in from stakeholders, communication channels between these stakeholders (internal and external), and empowerment to act.Real-time capabilities (measurement, benchmarking, reporting, attribution, engagement, support, etc.) are what enable this agility and the ability to respond and act rapidly and efficiently — something particularly critical in earned media.
SOURCE: http://golinharris.com/#!/insights/real-time-marketing-research/GolinHarris interviewed 3,200 U.S. consumers to learn about RTM’s value. We explored the impact of real-time marketing on how people think and act in relationship to diverse products and brands. Because RTM marketing doesn’t exist in a vacuum, the research also investigated the effect RTM on other marketing activities.Learning #1: Real-time marketing delivers what marketers want most.Our research measured the likelihood of communication with and without RTM to deliver positive outcomes most marketers seek, such as an increase in positive perceptions; interest in a product; likelihood to seriously consider, choose or try a product or brand; and to recommend it to others.When it’s added to the marketing mix, real-time marketing provides a dramatic lift to each of these five coveted outcomes. Marketers who serve as the stewards of brands should consider RTM strategies as part of any communication program intended to capture attention, drive WOM, increase preference, or bolster the likelihood to try or buy.Learning #2: RTM turbocharges your other marketing efforts.Marketers today employ many different methods to share their stories. From publicity and paid media to brand websites, social channels, search marketing and WOM programs, marketing investments are more diverse than ever before.RTM makes these investments work harder, amplifying each activity’s effectiveness. Our research shows a significant lift in likelihood to seek out, pay attention to, and participate in brand communications delivered in common channels when RTM is added to the mix. Marked increases were found regardless of channel including websites, Twitter, Facebook and other popular social media, recommendations from trusted contacts, and PR or advertising-generated stories delivered through “traditional” media.
The empowered and dynamic customer has choices; choices in the platform they use to consume information, how social they want to be in the process, and the time of day they wish to do so. Thus, it’s important for brands to extend their presence across multiple channels and platform types. This distributed presence is a cornerstone to successful paid, earned, and owned integration, both in terms of brand ubiquity from a consumer standpoint and revealing demographic and behavioral insights from the brand standpoint.
Influencers can play a role to amplify the brand message across all media types, whether touting the product in an unprompted “earned” setting, being the voice of a “paid” campaign, or even through offering guidance or advice on an “owned” platform. Analysts, bloggers, celebrities, expert practitioners, and news commentators are just a few of these influential consumerswho carry large and engaged fan followings. Consider that mass influencers, those with the greatest online reach, account for less than a fifth of the online population, but comprise the vast majority (some four-fifths) of online impressions.The extent to which brands can leverage these key consumers depends on their ability to interact with them effectively. Brands must take special steps with these types of customers by ensuring a positive interaction (purchase, support, dialog, engagement), offering them brand experiences that resonate consistently and keeping their finger on the pulse/message/behavior of such key influencers.
http://blogs.intel.com/marketeer-musings/2012/06/22/the-blending-of-media/Nancy Bhagat is Vice President of Sales and Marketing at Intel, and serves as Director of Marketing Strategy and Campaigns.
PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
SLIDE 1 of 2Strategy: Leverage quality SAP content in pull marketing efforts on Facebook, Outbrain, StumbleUpon, and LinkedInObjectives:Generate awareness of SAP Business Onewithin the Small to Medium Size Business sectorPull traffic to owned SAP channels and credible3rdparty content related to SAP Business One Establish baselines and gain insights into theresults and potential of pull marketingCampaign Platform InsightsAll assets utilized Broad Small Business and Precise Targeting (i.e. Procurement Manager, Financial Management, Business Owner)Precise Targeting saw 38% higher CTR and 52% more clicks than broad targeting Although earned content only comprised of 6% of all assets, it drove 29% of clicks on FacebookBranded copy on average had a 19% lower CTR on Facebook than un-branded copyBased on % of clicks, Americans showed more interest in ads related to mobile access features
Slide 2 out of 2 *TheNet Adopter Ratio is calculated by [(Likes – Dislikes) / Total Views]Measures the level of engagement that content spurs within usersHighly entertaining, informative, or insightful content will promote a higher Net Adopter Ratio*The Share Ratio is calculated by (Free Stumbles / Total Views) Free Stumbles occur when users in StumbleUpon share a link with a user, or send it to other social network (such as Facebook or Twitter)The Share Ratio represents the percentage of views that were free for a particular asset
CAMPAIGN 1: Tales from the Road CAMPAIGN 2: Blast from the Past CAMPIAGN 3: Ryder Cup Challenge Eager to understand fans' tips and tickets, 'How do you go like a pro?' asked National, tapping into specific segments (eg. What is your most embarrassing travel moment? What is the greatest business success you've had on the road?”National Car Rental’s first Facebook campaign, Tales of the Road, asked fans to share travel stories for a chance at 350,000 airline miles and “elite” status in their loyalty program. National listened to the hundreds of submitted stories and learned fans will share qualitative information about their travel habits in exchange for travel perks. Based on this insight, National planned the next activation in the formof a sweepstakes on both Facebook and Twitter, utilizing paid Page Post Ads, Facebook Marketplace Ads, community messaging, Promoted Tweets and Promoted Accounts to encourage increased engagement and growth. In roughly three weeks, the Blast from the Past sweepstakes generated more than 400 entries, thousands of new fans and thousandsof new followers, indicating that fans are not only willing to engage and share content, but were also competitive. Based on the knowledge that their fans were driven to engage and compete in sweepstakes- like activations, National launched the Ryder Cup Facebook sweepstakes that offered fans four tickets and $5,000 for a trip to the event itself. In additionto investing in more paid promotion based on these insights, National deployed community messaging on Facebook and Twitter to drive even more engagement and to help tap into fans’ competitive behavior in a social setting. By listening to each campaign, National can not only adjust activations, but instruct ongoing and future campaign design as well.Results: With each campaign, National gained thousands of new Facebook Fans and Twitter followers within a month below target cost-per-fan goals (in both channels). Facebook paid media generated tens of thousands of engagements below cost-per-engagement goals. Total Facebook fan base grew 30% as paid engagement spread virally. The campaigns achieved PR placementin major publications, garnering millions of impressions as a result.
The New York Giants digital team created a year-round program of social promotion and curation campaigns to cultivate engagement with fans on and off the field. Beginning in the pre-season, they would become the first professional sport team to integrate live tweets both in the stadium and on TV for viewers at home. Using social curation, tweets were enabled on-site via the stadium Jumbotron, while simultaneously televised; there were website polls and pre-game Twitter Q&As.The team also created a Twitter-based commerce tie-ins for shop.giants.com. http://www.giants.com/news-and-blogs/article-1/Giants-Kickoff-Season-with-Real-Team-Social-Integration/6e84ff6f-960e-4236-b5e1-be5138675251Result: Increased ecommerce sales via Twitter-driven discount; Twitter followers grew 122.87% in the 2011 preseason (7/28 – 9/12). Team jumped from ranking 20th to ranking 3rd for most NFL Twitter followers. Halloween Costume Contest Campaign attracted 7,000 votes, driving amplification and awareness. (Agency: Mass Relevance)
Converged Media Success: Setting the Stage with Content Strategy