Content With Intent

Nenhuma nota no slide

Content is one of those things that you hear banded around a lot. How it can change your world, solve all your problems and make you into the next speilburg.

Content producers come out of the woodwork. You probably recognise the content ninja, the guru, the story teller or the hipster director.

They may even have visited you with a wonderful emotive idea that promises to ‘go viral’ but how can we really be sure that content works?

At Ogilvy, we have a three part process which aims to make a difference to business through digital content.

When i talk about content i mean digital content across any platform, lots of it is distributed via social, including video, animation, images, infographics etc. So in the words of david ogilvy

Some of you might find this a little harsh, but another one of David O’s favourite phrases was ‘We Sell, Or else’ it’s our job to Drive influence at scale, using content to fulfil business objectives

In this presentation

How content tripled six figure sales targets for one client
How content production techniques are increasing in store footfall
How content created one of the largest increase in brand love score since records began

Content NOW is a three part process designed to drive results through content.

Clients can adopt one, part or all of these methoodologies to ensure their content creation and distribution is successful

All of our clients work within this framework – including British Airways, American Express, Unilever, Phillips, IBM etc

We were tasked with a short term ticket sales target as well as target to increase engagement across digital social channels.

With the speed of change in developing news across social and digital Channels,

The strategy was to introduce the first part of the content NOW model. The N, which stands for Newsroom.

to be fast turnaround to maximise opportunities for our clients to enter naturally occurring conversations. British Airways have had particular success with this model in terms of increasing engagement and clickthrough.

So how does that work?

Our Newsroom model is developed to allow us to create and publish content across a news cycle day
Speed can vary. BA is quicker

How it works
The team begins the day with fast, intelligent research. They are looking for trends in conversations, comments by very high influence individuals or pieces of content (ours or others’) that are gaining traction and attention in social media
With a key opportunity identified the in house production team develop a responsive idea or publish or adapt a piece of existing content to be RELEVANT to the conversation: something that builds on or responds to what is being said already. The idea is to add to the conversation, to bring additional insight or context

Once the creative idea has been developed the client is contacted for approval and input. With the concept signed off it goes into production and is published while the conversation is still active.

We distribute content on multiple platforms reversioned for each, enterting in to relevant conversations (meteror shower, TBT) and creating emotive links to buy or find out more.

FB algorithm nothing too promotional. Content deliberately non promotional, never mentions price. Connecting destination and coversation.

We distribute content on multiple platforms reversioned for each, enterting in to relevant conversations (meteror shower, TBT) and creating emotive links to buy or find out more. FB algorithm nothing too promotional. Content deliberately non promotional, never mentions price. Connecting destination and coversation.

Attribution model agreed, test and learn
Get report from rosie exceeding client kpis and averages for organic growth

Templates save time and act as back up

We like to firethe audiences imagingation and open them to discussion – this precursor to our window seat series we created content to do this without selling to drive brand thinking.

None moreso than here which shows how small topical content can dovetail bigger thinking

As part of our Newsroom process we created a graphic for international look up at the sky day…it’s in April.

Tapped into a Universal truth about looking up at the sky and wonder where planes are going

This is also a concept that our colleagues in OO tapped into to create their amazing Gold Lion awarded campaign you’ve probably heard about this year.

Not only can this fast turnaround content work with bigger ideas, it also provides great results, by staying relevant, timely and inspring, we were able to triple our 6 figure sales target in one month – directly attributable to each content piece.

We create or ongoing editorial model O from content now for many of our clients.

but the one I want to talk about is Glade, one of our smaller clients but one where we’ve seen pretty dramatic effects with our digital audiences through simple content techniques and a project that’s live right now showing some interesting early results.

Glade’s content leans towards product focus. We’ve been working with them on an editorial strategy that broadens that approach and taps into a more emotional connection with customers.

So how does the O work?

The majority of the content we create for our clients is done under what we call the Ongoing production model, practised by our clients such as American express and BA also do this in addition to the news model.

Organised around monthly content calendars, the Ongoing model follows an editorial cycle not dissimilar to that of a monthly magazine;
Each month is spilt into 4 key tasks: Creative, Production, Publishing and Analytics.

For Creative – usually done 2 months in advance of publication. There is a monthly editorial meeting to bring together research, insights and analytics with creative and client priorities to finalise the content for any given month.

For Production – Usually done 1 month in advance. Production of the content calendar and a series of assets for the month

For Publishing – For the current month. The produced and approved content is published and distributed across the calendar month according to the content calendar.

For analytics – Usually done 1 month in arrears. Each month different aspects of the content are tested; format, content, publication times etc. and analytics are run across the various elements to see what can be optimised, ultimately feeding in to the creative process for future months.

EXAMPLE ON THE NEXT SLIDE

Mapping brand priorities with audience research and analytics gives us subject areas that we can explore more deeply in any particular month.

We moved from pure product content to including emotive and lifestyle points.

We designed a set of visual references for digital content to ensure consistency and brand association but we tap into the emotional moments that pinpont our customers year

eg holidays, back to school and home design content relating to a UK audience – for global clients we have other cultural and language factors we build in to the process

Monthly packages are created and rolled out.

TEST AND LEARN is an important aspect of the ongoing model

Because we have research, analytics and an ongoing relationship with a brand we can try new things and learn how the digital relationship can impact on real world experiences

Describe competition

ANOTHER ASPECT OF THE ONGOING MODEL IS THE ABILITY TO HERO AND RESPOND TO USER ENGAGEMENT

EVERY DAY lots of users are going in store to asda, finding the glade display and creating content that they’re sending back to us.

This is still in progress so we don’t have final figures, however anecdotally these brand advocates are going to considerable effort to visit a store and as such we are able to hero them for doing this in future content.

We’ve seen similar things work for Old El Paso.

There is an incentive, but a small one in comparisn to effort. Who would have thought that this level of loyalty and engagement would occur for an air freshener?

We’re now working on how we can develop this in future.

Final part of the process is the W. We’ve used this for brands like Land rover and Coke – example today. WOW works with the other parts of the NOW process and represents a moment in time.

The ‘Wow’ content model is used to capitalise on big events with high media value and peak opportunities - when we have an exceptional event we want to really make the most of or an ATL campaign that we want to boost.

This model is used to extend and engage over what is often a single key moment or one off.

The key job of the W model is to build anticipation and drive peak traffic around the key moments, then sustain the conversations by curating them and identifying and connecting with the most influential people in them.

On the ground live analytics and supporting content creation can create a long tail from content produced around it.

We’ve been taking about bottom line business objectives. Of course, that's easier when the client is selling their own products via e-commerce (like British Airways) or collecting leads for their sales force (like IBM). But how do you do it for an FMCG company which doesn't sell its own products?

Nearly all our FMCG clients rely on some sort of regular tracking survey to assess brand health. If we can show how digital content impacts these numbers, clients (and especially senior clients and budget holders) will have a much easier time understanding the value of content, which we can see in this example from our Dubai team.

Our WOW moment is Ramadan. It’s a big moment in advertising in the middle east when many companies target families.

Coke created an ATL advert but we created digital video content to extend the story and form emotional and shareable connections with the audience.

Moves the campaign from a single moment in time to something people engage with, share and add to the story.

Brand love metrics were phenomenol – fair enough when you have a huge TV campaign right?

The difference here is that we were able to directly attribute specific brand love survey scored to those who had interacted with Digital content
With that data, we could see how much more the Brand Love score increased for consumers who connected with the brand on social vs. the consumers who didn't. And that would have real value for the client (and for us, in justifying future social spend.)

Too often, we make social media measurement hard and complex. Sometimes, we wind up reporting too many numbers to our clients. This sort of approach is simple, easy ]to understand, and clearly demonstrates the value of additional content.

Many of you have heard me talk about how it's essential that we link our client's social media activities to their bottom line business objectives. Of course, that's easier when the client is selling their own products via e-commerce (like British Airways) or collecting leads for their sales force (like IBM). But how do you do it for an FMCG company which doesn't sell its own products?

The key is understanding how FMCG brand teams connect the value of their marketing with sales metrics. Nearly all rely on some sort of regular (usually quarterly) tracking survey to assess brand health. If we can show how social impacts these numbers, clients (and especially senior clients and budget holders) will have a much easier time understanding the value of social, and will be a lot less inquisitive about their social spend.

So wha I’ve tried to show here is a simple explanation of a complex process. The key is using research and insights to create platform, audience and trend appropriate content whatever the platform, supporting, testing and learning

No one is a ninja or a guru and we are all discovering new possibilites as we go but by refining the process we all have the opportunity to create content that counts!

QUESTIONS?