desktop 23 - upfront media

8/6/2019 DESKTOP 23 - Upfront Media

1/9


2/9

UPFRONT MI ask with sincerity, is your business antisocial? Take amoment before you respond. I understand you may haveFacebook and Twitter pres-ences. Your business maybroadcast on YouTube.Perhaps your executivesare blogging.If you're among the moresophisticated organiza-tions, the team is probablysubscribing to elaboratemonitoring services to listen moreeffectively. And, with all of the so-cial objects produced inside theorganization, it's come to the pointwhere a content management sys-tem or social media managementsystem is necessary to scale.

that fills the space between marketing updates are ques-tionable or unconvincing reinforcements of why people are

compelled to connect inthe first place. The miss-ing value of why peopleshould stay connectedcreates a void that onlyexpands with every daythat passes.

" W hile brands engage w ith custom -ers in so cia l n etw orks) c usto m ers w alka wcry w ith a n experience tha t is the

u l tima te judgmen t if va lu e "

While brands engage withcustomers in social net

works, customers walk awaywith an experience that is the ultimate judgment of value. Herewe are presented with an incredible opportunity to strength-en customers ties.

Social networks usher in a era of transparency and authen-ticity and these two elements represent the hallmark of yourcorporate social media program. You are walking the two-way street and you're already successfully building a com-munity rich with the 3F's (friends, fans, and followers). Howcan your business possibly be antisocial?Antisocial is defined as anything that goes against the lawsand customs of society. Facebook, Twitter, and social net-works of all shapes, sizes, and focus are thriving societiesin their own right. Each produce a unique culture, one thatyou're more than familiar with. You are after all a citizen ofone or more social networks before you're a corporate citi-zen.At a minimum, you as an individual contribute to the cultureof each of the societies to which you belong. These are yournetworks and as a result, you create a personal egosystem.You are at the center of your experiences and as such, theinformation that finds you, the information you share, andthe people with whom you connect are yours to define.These actions contribute to the lifestyle and value of the net-work and you take pride in the relationships, community andstature you earn.But when we take a step back to examine many of the lead-ing business examples in social media, it's clear that manyare in actuality, illustrations of traditional marketing masquer-ading as genuine engagement. Are brands acting as goodcitizens? Are they contributing to the customs of society orare they taking away from the experience?If you were to run a quick study of your social activities orthose of your favorite brands, you may find that marketingat communities rather than investing in their usefulness isclear and present.Contests, polls, promotions, news releases, and events are

by impassive updates or questions. The activity

We're given a well of insight toput into action. We're presented with a stage to show brandempathy and earn relevance through our actions and words.Are we embracing the opportunities before us or in the enddoes our investment equate to traditional marketing in a newinteractive design?The reality is that a significant percent of businesses runsocial media from the marketing department. According tomy Altimeter colleague Jeremiah Owyang, almost 50% obrands he surveyed house social media in marketing. Another 30-40% place social in corporate communications.In these cases, social media is relegated to just that, a func-tion of marketing. Any other corporate approaches to sociamedia are most likely siloed within other business units andas a result, the customer is not offered a holistic brand experience.

fi9)UII 'Q '6.3Wh at ,d ep ar1 me nt d oe s y ou rs eela l m ed ia pro gra m I"iS po n: un de r?

M i l rk ~ 1 1 1 " ' I 1 i = = = = = .l:l~porntllCommuniC::lllol'll!.W~titDlglml_1

500;11 M(l'dlnJSo~lnlStr[ltogy.~rcdi.ICl MaMQilnlM11

C u5tGf!'le~ SeI 'Y!ce lSuppon IOther (Q l036'e ' !I iP l lcl r y i 0% 10% 20% 30% 40% 50%

New media channels represent a new highway for drivingmessages and brand stories to desired audiences. But whatmany fail to realize is that the social consumer represents anintelligent audience with an audience of audiences.They are in control of their experiences and while they mayconnect with their favorite brands in their network of choicetoday, without providing value or a constructive engage-ment, attention spans will wander. Much like banner blind-

UPFRONT MEDIA I PA


3/9


4/9

UPFRONT Mments, retail transactions, location-based services and aug-mented reality.Brands need a deep understanding of how mobile apps candrive views, downloads and checkins, and how to schedulespecif ic calls-to-action around release dates, product trialsand related campaigns, both on and offline.Brands need real-time information monitoring from mobileapps and social media to get a broad perspective. They alsoneed to zoom down to ground level, tailoring the user experi-ence on an individual level.Further, brands must build these new mobile capabilitiesatop a solid strategic foundation. Rather than developing aseries of one-offs, brands should consider how their mobileapplications integrate with the mobile web.With all this in mind, here are four cardinal rules to consider.1. Send Useful Signals, Not Meaningless StaticAccording to Gartner, the mobile advertising market is ex-pected to double to $3.3 billion in 2011 and swell to $20.6billion by 2015. Yet many of these mobile ads will never beseen. Bombarded by emails, Facebook status updates andtweets, consumers are overwhelmed by noise.This dynamic isn't going to change. A wise brand strategy,then, swims within the current instead of against it, present-ing itself as a useful component of the filtering process.Mobile isn't a channel for disruption. For example, if you're abrand targeting dieters or health-conscious consumers, de-velop an app to filter the latest research on super foods orthe latest cancer discoveries.

2. Create Two-Way Conversations to Build Brand ValueFrom a messaging standpoint, the great novelty and powerof a mobile device is context: A mobile phone is the only con-sumer appliance that knows where it is at all times.Companies can unlock that power by sending hyper-target-ed messages based on narrow windows of opportunity orlocation. But the process shouldn't end there.

Brands and their agency partners need to know how to getconsumers to talk back, to register their preferences in low-key, frictionless ways.Multi-billion-dollar companies have been built atop algo-rithms tied to small clickable buttons - think about the"Like" button on Facebook, or the "Was this review helpful toyou?" button on Amazon.For Amazon, simply adding that question to each productpage brought in $2.7 billion of additional yearly revenue.When people see that their input actually does have someeffect, they appreciate it and come back. The more they reg-ister their preferences, the more trust brands will build.3. Socialize the Content & Campaign With ConversationAs social networks have be-come seamlessly integrated intothe rituals of daily life, it's notsurprising to see that the socialnetwork market has becomesaturated.Overall growth is slowing. In2010, 134.6 million peopleused social networks acrossany technology platform eachmonth, and in 2011, that num-ber will rise by a little more than3%, according to eMarketer. Butconsider that social networkingis now the fastest-growing mobile activity.Brands need to take this shift into account as consumers getin the habit of checking Facebook on the run and ignoringbrands that don't respect the coin of the Facebook realm:direct interaction.Facebook is a tool for conversations. Ad campaigns areconversations too. This is a nice coincidence and a usefulone to any brand that knows how to effectively integrate thesometimes chaotic feedback that comes streaming in fromthis new class of smartphone-liberated consumers, jabbingat their phones in stores, schools, trains and homes.4. Understand and Apply Usage DataBy combining three types of mobile data - location, activityand time - it's now possible for marketers to assemble asubtle and detailed picture of consumer behavior, one thatalso takes into account the shifting personas of consumers.A mom, for instance, is a different person at 7 a.m. whenshe's getting the kids ready for school, than she is at 9:00a.m. when she gets to the office.Can a savvy marketer shift her message to stay relevant tothat mom within a few hours? Relevancy is both the chal-lenge and the opportunity of the revolutionary data-collec-tion capabilities of smartphones.

UPFRONT MEDIA I PA


5/9

WHY TOP BRAnDS AREInUESTlnCi SO mUCH nrna In ASOCIAL mEDIA LEADERBOARDJune 14, 2011 from Mashable

When I asked Duleepa Wijayawardhana (a.k.a."Dups"), co-founder and CEO of the self-described"social media exchange" Empire Avenue (EA), ifhe wanted to be the next Gordon Gekko, he re-plied, "We want to be bigger than Gordon Gekko."He might just get there thanks to the growing trendof ranking a person's social media capital as wellas thousands of new "investors."Massive brands like Intel, Audi, Microsoft, Ford Motor Com-pany, Toyota and AT&T have also invested in EA and arequickly rising up EA's business leaderboard. The real-lifesuccess of a company seems to directly correspond withEA's scoring algorithm.The Fortune 500 ranks public companies by the most af-ter-tax revenue for the year, but how does EA determine itsscoring? "We really look at the following: Activity (how muchand what you do), audience (who's listening) and engage-ment/interaction (how are peo-ple engaging you)," Dups said."So if you can break down anynetwork in that way, you canfigure out what we listen to."

e m p~,ea,"eniUleT ,h e S lOda) Media betUU'IIP

" It's no t a sim ple popularity contest as allows us to see our over-all performance as a socialbrand."it lo ok s a t yo ur a gg re ga te so cia l e qu ityand cap ita l "e spoke to some top brandsand power users to figure out

what all the fuss is about.Intel

Why are so many brands deciding to invest their time inEA? "We saw a social property that was about to tip and anew opportunity to engage customers in non-traditional andunique ways," said Intel's global strategist, Bryan Rhoads."The algorithms behind the game mechanics are impressiveas well. It's not a simple popularity contest as it looks atyour aggregate social equity and capital. Beyond engage-ment and investing back into the EA community, the scoring

Rhoads says that Intel'sinvestment in EA has ex-panded their larger socialcommunity, but feels that

the biggest advantage to jumping into the new platformmay have been internal. "We saw an opportunity, quicklyascertained any potential risks and started managing ouraccount," he said."Far too often brands and firms get set in their ways, herewas an opportunity to "lead by doing" ... not hold 10 strat-egy meetings, but get out there, roll-up your sleeves and dosome real-time engagement marketing ... and have somefun along the way."Audi

UPFRONT MEDIA I PA


6/9

UPFRONT MThe trend for brands on EA is to invest in community devel-opment, rather than selling stock and excelling at the gam-ing aspect of the social network. Instead of worrying abouttheir EA network score, their primary goal is to establishnew relationships and make their investors feel good aboutthemselves.

" E veryone remembers [the compan ies thatw ere earlY to] blogging and T witter.

N o one cares abou t the 3)OOO th one there. "Audi's senior social media manager, Andrew White, adheresto these principles on EA., "Audi invests, Audi does not sell.We are on Empire Avenue to build relationships and get be-hind those who believe in our brand," he said. "If we buyyou, we will never sell."Like Rhoads at Intel, White saw EA as a unique opportunityto connect with fans.

" W e saw it as a great opportun ity to in teract anden ga ge w ith in divid ua ls w ho h avein teracted w ith A ud i in the p ast)

a s w ell a s d is co ve r n ew in flu en tia ls th ro ug ho utevery in dustry and in terest ..

"Games are a proven vehicle for building good brand aware-ness and brand loyalty, as well," Dups said about brands us-ing EA as a community-building tool. "Imagine having Audibuying some shares in you; that will likely make you feelpretty good ... certainly about yourself, but about the brandtoo!"Getting In EarlySo if brands aren't necessarily going by their EA networkscore to judge their return on investment, how do they knowif their time is well spent?Robert Scobie thinks it's too early to say whether brands willsee a major return on their EA investment. "It's somethingfun to play around with, but that's all I'd be doing right now ifI were a company," Scobie said."That said, you could get a lot of PR by playing around withservices in early stages of the game. Everyone remembers

[the companies that were early to] blogging and Twitter. Noone cares about the 3,000th one there."Intel is seeing results from being an early adopter. "As oneof the first Fortune 50 brands on EA, we got first-mover cred-it," explained Rhoads. "People noticed we were participatingand were able to interact directly through the game with avery active, pre-existing community.It's very satisfying to invest in that community and I thinkgratifying and perhaps surprising when a brand re-investsback in you. As far as results are concerned, it's hard to tell."Individual power-user Chris Pirillo said he's seen positive re-sults based on his time spent using EA: "I've definitely seenengagement pick up across the board, from my YouTubevideos to my tweet stream to my Flickr account to my blogsand beyond."While larger companies are always among first adoptersfor new social networking sites because they have more resources and staff, the true test will be if smaller companieswill flock to EA as they have to Facebook and Twitter. Mostcompanies will likely need harder evidence of return on investment in order to justify getting into the game.

v s( !D ~( W ) GC i t ~G) C i tfI) C i

S O U R C E S : E M P IR E A i j l N U l 1 C N f l M O N E Y I I M P I R E A V E N U E R A I I ~ I N G A C ~ U R A T E A S O F 2 3 M A Y m I l U N ~ A N D x e o x A R E P A R T O F M I C R O S O F I

W H I C H R A N K S ll S D N T I I E B L 0 9 M . 5 0 0

.JESSS

UPFRONT MEDIA I PA


7/9

Those in the markeing and agency world are privy to thebuzzwords "paid," "earned" and owned." Traditionally, theystand for the different types of media and can be easily bro-ken down like this:., Paid: Buying a 30-second Super Bowl spot., Earned: Coverage on Mashable., Owned: Your company's websiteBut social media has brought about a change. It not onlyaffected how agencies themselves function on a day-to-daybasis, but it also altered the definitions of paid, earned andowned media and blurred the lines between them.Now, the challenge that agencies face is figuring out how tointegrate all three forms of media for maximum effect. Whatfollows is a breakdown of what the terms mean, how differ-ent agencies interpret them, who is responsible for synthe-sizing the three channels and how the agencies measuresuccess.

The Social ChallengeThe conversations on Twitter and Facebook never stop -it's 24/7/365. A brand can't buy an ad and then call it quits- it has to continue the conversation, engage consumersand really earn that earned media."Why would a TV spot end and there be no URL or Face-book Page?" asks Curtis Hougland, founder and CEO ofAttention. ''We don't want any 'dead ends' - the conversa-tion should be ongoing and cross-platform." Indeed, blast-ing consumers with banner ads and product placement isn'tenough.With social media, marketing has become more of a pullmedium than a push - the audience is active and engaged,transforming marketing into a two-way street. It's been acurveball for the industry, and agencies have had to restruc-

How Social MediaIs ChangingPaid, Earned &Owned MediaJune 23, 2011 from Mashable

ture and rethink their approach to media to account for theimpact of social media.Paid, earned and owned - as terms - don't mean asmuch. Grant Owens, an account planning VP at Razorfish,often finds himself "frustrated by the rigidity of the buckets."To explain why, he looks at a branded YouTube channel andexplains why it could be classified as any of the three buck-ets:., Paid. It can cost -$100,000 a year to manage.., Owned. It's an exclusively owned URL (much like a web-site) and the brand has complete control of what is posted

., Earned. It's "squarely social." A YouTube channel will suc-ceed only if consumers watch and share the videos theysee. A brand needs to earn those eyeballs with creativeexecution of content.

And even a Facebook Page, which is free and "owned,"costs a pretty penny when you consider the fees of hiring anagency and social media specialist to manage the Page andproduce content."To some extent, everything that's done by a media agencyis paid media," says Andrea Wolinetz, director of social me-dia at PHD. "Whether it's managing a Facebook Page orblogger outreach, people get paid for that work, so it alwaysstarts from a place of paid media."And at the end of the day, do consumers care about thesebuckets? Do they see the paid, earned and owned linesdrawn when they're watching a commercial or tweetingabout their favorite brand? No.

"Consumers don't draw those lines, we do," says Owens.The Increasing Importance of Earned MediaSo, the goal of the modern agency is to connect the dotsand integrate all media for maximum results. Of the threebuckets, the holy grail is earned media. Earned media canbe most easily described as the result of paid and media -you buy a Super Bowl ad (paid) or you run a promotion onyour brand's Facebook Page (owned), and then and thenpeople in the media talk about it (earned) and the Twitter-verse erupts into conversation about that topic.You may shell out big bucks to flash an ad before a consum-

UPFRONT MEDIA I PA


8/9

UPFRONT Mer, but you can't force them to buy anything or tweet about it- you have to earn that consumer's dollars and tweets, youhave to engage and empower him to become your evange-list, says Sean Corcoran, an analyst at Forrester."Earned often requires a paid spark," says Owens. ''We haveempirical evidence that a kick-start from paid media is oftenthe difference between a cultural juggernaut and completesilence."Wolinetz agrees, saying that earned media is the buzz, andit's more of an effect than a cause. "It's what becomes of anyfire that we start in a space," whether it's from paid mediaor not.Earned media is what you get when you foster such a con-nection with someone that he's impelled to write a Yelpreview, a blog post, a comment or a tweet, sharing theirthoughts on your brand with their social network. The nicething about earned media, too, is that it provides more in-sights and is much more measurable than it was before so-cial media went mainstream.But, "regardless of what type of media it is, you still need toconceive of its potential as earned media," says Hougland."You need to conceive of the distribution of the content atits conception and then filter everything through its earnedpotential." This is especially important, he says, when youconsider that all content - whether it's text, a video or amicrosite - will be "reduced to a link" for social spheres.There were 500 billion word-of-mouth impressions made byAmericans online in 2009, according to Forrester. Such vol-umes of word-of-mouth marketing can spread awareness ofa product incredibly quickly, and it's why earned media hasbecome so important to a marketing campaign.How Paid, Earned and Owned Play TogetherSo, is any form of media more valuable than the others?While we've already discussed that earned media is becom-ing ever more crucial - you want people to become evan-gelists and talk about your products of their own volition.Then again, it's hard to get those eyeballs without makinga big impression for which you have to pay big bucks. Woli-netz says that whether one is more important than the oth-ers comes down to what you're trying to accomplish.

"We want to understand how these three media work to-gether for a goal, whether that's an action, or a purchase ormore conversation," she says.In addition to the big three, the planners at Horizon Mediaalso take into consideration social insights (also called 'so-cial intelligence'). Taylor Valentine, Horizon's VP of socialmedia and relationship marketing, says "You don't really be-gin to understand the impact that [paid, earned and owned]are having on each other" unless you look at the numbersand analyze the data to see where traffic is coming from andwhat is spurring engagement.

The raw numbers - say, 746 "likes" and 593 comments ina week on a Facebook Page - don't provide much insight,but digging into the numbers and figuring out what peopleresponded to will help a brand optimize all forms of media,thereby enabling the brand to create the deepest and mostmeaningful relationships with consumers.The important thing to remember is that social media is not avertical, like advertising or PR - "It's a horizontal layer thatwants to touch every part of your business, from customerservice to customer acquisit ion to customer retention," saysHougland. He and Owens agree that there can't be silosanymore - the teams at the agency must play well togetherto come up with an idea that can dip into all forms of media.Attention's Barbie and Ken campaign is a great example ofan integrated approach. It started with a simple idea: Howcan Barbie and Ken get back together? And it worked verywell across all forms of media and even dipped into "sharedmedia" with the Match.com video, since both Mattei andMatch benefited from the earned media generated by theclip.Measuring the Value of MediaA media agency is driven by an objective - it needs to com-pel consumers to do something, whether it's paying atten-tion to a new product, buying something or going to a store.Just because the medium is Twitter instead of TV doesn'tmean much - media is media. What's become most impor-tant to the agency is how successful the campaign was ataccomplishing the goals."At this point in social media, we pretty much have metricsalong the entire purchase pathway," Wolinetz says. "Weknow the amount of eyeballs that something hits and howfar it spreads."Whether it's better to get X million hits on one post of earnedmedia on Perez Hilton or the same number of impressionsspread over 25 different sites comes down to the campaign."Depending on your objective, one would be more importantthan the other," says Wolenitz.Hougland adds that we're getting to the point where thereare different performance metrics for each point along themarketing funnel. You can determine your effectiveness atachieving a goal, whether it's brand health, brand aware-ness, brand preference or intent to buy, says Valentine. Ow-ens puts it bluntly: Did we drive more leads and sell morecars? Did more people book hotel rooms? Do people have abetter perception of the brand?As more consumers get on board with social media, gener-ating earned media through social shares will become aneven higher priority. And that means paid and owned media- and the teams that manage each - will need to worktogether even more seamlessly. The barriers of the silos arebroken, and they're only going to crumble more.

UPFRONT MEDIA I PA


9/9

Humor

June 25, 2011 from DigitalBuzzHere is a great way to integrate an online shopping experience into people'soffline world. Tesco, in the Korean market, wanted to become the No.1 retailerwithout increasing the number of their stores. Knowing that the Koreans are the2nd most hard-working country in the world and where grocery shopping oncea week is a dreaded task. Tesco decided to bring life-like shopping to subwaystations to make it more convenient for people to shop.The virtual stores blend a mobile based shopping experience into people'severyday lives. The virtual store displays looked exactly the same as actualstores. Only one thing was different, you use smart phones to shop. Users sim-ply scanned a OR code with their phone, and the product automatically lands intheir online shopping cart. When the online purchase is complete the productswill be delivered to the customer's door the same day.Following this campaign, on-line sales increased dramati-cally (Nov 2010 to Jan 2011).Through this campaign,10,287 consumers visited theonline Tesco (Homeplus) mallusing smartphones. The num-ber of new registered mem-bers rose by 76%, and on-linesales increased 130%. Cur-rently, Homeplus has becomeNo.1 in online market and isa very close 2nd offline. Thiscampaign was the work ofCheil in Seoul, Korea.

The Social Media Revolution inRemarkable Facts & Figures [VJune 28, 2011 from Mashable

I tk '~ 'W 2 8 l fn t r y One indivorcesit'd b e blamedth e worl Facebook3rd la

69% ofare friendtheir child

social media. Those are just two of the fcluded in the latest installment of "SocialRevolution."The video is produced by SocialnomicsErik Oualman, who has created severalvideos and has updated them as new dafaces.The latest video in the series is updatedata up to June 2011 and contains sevteresting highlights:_,Lady Gaga, Justin Bieber and Britneyhave more Twitter followers than thepopulations of Sweden, Israel, Greece,North Korea and Australia._,Groupon will reach $1 billion in salesthan any company in history._,Social gamers will buy $6 billion ingoods by 2013.

Check out the video belowSocial Media Revolution 3 (4:15 version via En. . .

O v er 3 7 m illio n p eo ple w atch edthe V W O arth Vadar Super Bow l Ad

UPFRONT MUPFRONTMEDIA31A Kreta Ayer Road, Singapore 088998Trunkline: 6225 7655Thorsten Nolte, CEOSamir Ahmed, Philippines Country HeadVisit us at www.UPFRONTMEDIA.asia

UPFRONT MEDIA I PA
http://www.upfrontmedia.asia/http://www.upfrontmedia.asia/

desktop 23 - upfront media

Documents