marketing 2 en v6

8/8/2019 Marketing 2 en v6

1/31

m2.0

A comprehensive step by step plAn

rad a hjdk

makgmda o 2010

Marketing 2.0 in Twelve Steps


2/31

Marketing 2.0A comprehensive step by step plAn

by Richard van Hooijdonk

MarketingMonday October 2010

Marketing 2.0 in Twelve Steps


3/31

2 3

Trendsidu

Introduction

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4/31

4

Table o content

Target groupsojv

Trends

Manual

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Trends

Table o Contentsmaual

Nw RlationshipsBroadband, Web 2.0 and new online technologies are changing the ace o

communications as we know it. They are highly transparent and there are

virtually no secrets any more. Inormation can be ound everywhere and it

disseminates extremely rapidly. Businesses, organizations, institutions and

government bodies are orming new relationships with consumers, citizens,ans, ambassadors, etc. These relationships have several newly dened

characteristics:

monologue out dialogue in

bureaucracy out transparency in

impersonal out personal in

talking out listening in

masses out individual in

data supply out relevant inormation in

Onlin and oin rlationships ar trickyWe are not used to initiating relationships online. This means that it

is also dicult or us to cultivate and strengthen these relationships.

we require trust we need relevance

we want interaction

we have to be willing to listen

we want to be easily accessible

we have to be prepared to cooperate

5


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Trends

Table o Contentsmaual

Designate a service,

theme or product as the

basis or the campaign.

Address each subject

area in turn. Ater reading

through each o the steps,

try answering all the

questions. I certain pha-ses have been addressed

in the past, evaluate these

against the relevant sec-

tions in this step by step

plan. Such an evaluation

may highlight the need to

repeat a phase.

Do not skip any steps. The

correlation between each

o the steps is o major

importance. For example,

there is no point indeveloping a cross-media

communications strategy

i the product concept is

not in place.

Similarly, there is no point

revamping the website i

target groups have not yet

been properly dened.

Evaluate the marketing

plan against the Marketing2.0 step by step plan. This

may highlight the need

to optimize a product

concept or modiy the

approach to marketing

intelligence. Conversely, it

may simply conrm that

everything has been done

properly. It will not always

be necessary to start over

in all situations.

Review. Once the plan has

been reviewed, put it toone side or a week. Ater

seven days, re-evaluate

the plan with a resh pair

o eyes. Read the plan

through rom start to

nish. Useul changes and

additions will be readily

apparent.

Ask a colleague or an

external consultant or

assistance i you are not

procient enough in

certain areas or i youare unwilling to perorm

certain evaluations.

Focus on a good pre-

sentation once the planhas been written. Use

storytelling techniques to

present your case

to senior management,

managers, customers or

co-workers. Use imagery,

clear copy and avoid long-

winded, boring, textual

summaries.

Create a sound business

case. A good plan becomesan even better plan i

attention has also been

paid to its commercial and

nancial implications.

Manual step by step

1 2 3 4

5 6 7 8

6 7


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Manual

Objectivestal c

2.0Table of contents

c

r

-meda

and

salm

eda

Wha

tcro

ss-media

and

soci

alm

edia

marke

ting

com

munic

atio

nsst

rate

gyd

ow

ene

ed?

Wha

tme

dia/

reso

urce

swill

enabl

eusto

create

thede

mand?

s

alb

randn

g2.

0

How

can

we

monito

r,cr

eate

and

prote

ctth

ebu

zzs

urro

undi

ngth

ebr

and?

b

randn

g2.

0

Wha

trole

doe

sth

ebr

and

play

as

part

oth

eca

mpaig

n?

p

rdu

p

r

n2.

0

Wha

tisth

em

oste

fecti

vep

ropo

sitio

nIc

anof

erth

eseta

rget

grou

ps?

Wha

tdoesth

ista

rget

grou

p-ba

sed

prod

uctp

ropo

sitio

nlook

like

?

t

argeG

ru

2.

0

Wha

ttargetg

roup

sar

egoin

gtohe

lpm

eachi

eveth

eseob

jectiv

es?

o

jev

e2.0

Wha

tobje

ctiv

esca

nw

eo

rmul

ate?

p.1

0

p.3

7

p.1

4

p.4

0

p.1

9

p.4

4

p.2

2

p.4

8

p.2

7

p.5

2

p.3

0

p.5

4

o

rganz

a

n2.

0

How

can

you

prep

are

your

org

aniz

atio

no

rMarke

ting2.0?

b

un

eca

e2.0

Wha

tare

the

crit

eria

ora

soundbu

sine

ssca

se?

m

arke

ngit

2.0

Wha

tma

rketin

gIT

tech

nolo

giesdo

we

need

tom

akeMar

ketin

g2.

0po

ssible

?

m

arke

ngin

ell

gen

e2.0

Wha

tinor

matio

ndo

we

need

tore

cord

abo

utou

rcustom

ers,

cam

paig

ns,

web

siteand

marke

t?

D

r

u

nand

sale

2.0

Wha

tiso

ura

ppro

ach

todi

stri

butio

n&

sal

es?

W

ep

ree

ne2.

0

Wha

twill

the

web

con

cept

,e.g

.web

site

,min

isit

e,mic

rosite

,etc

.,lo

okli

ke?

1 2 3 4 5 6 7 8 9 10 11 12


7/31

10Objectives 2.0

We develop strategies with the aim o achieving something. What this

something is has to be specied. I the nal goal is unknown, then the

likelihood that it will be achieved is minimal. The more detailed the nal

goal, the more eectively a course can be charted to a successul end

result. A clearly dened destination, regular bearing checks and appro-

priate course corrections orm the basic prerequisites or sae and soundnavigation.

What rtrn and trnovr do yo want to achiv?Businesses exist to make prots. Institutions, government bodies and

other public organizations aim to achieve other orms o return, e.g. social

returns. Here we ormulate the return that we intend to achieve with our

marketing and communications eorts. In other words, what do we get out

or the eort we put in? Ideally, we want to get more out than we put in.

The dierence is what we reer to as the return.

What tart rops ar oin to hlp yo achiv yor objctivs?Theoretically, various target groups or market segments have already been

identied. They each contribute towards the overall result. I we know towhat extent they contribute towards these results, then we can also adjust

our eorts nancial or otherwise accordingly. In many cases, we pay too

much attention to target groups that make up too small a slice o the pie.

What prodcts or srvics ar oin to hlp yo achiv yorobjctiv? What contribtion dos ach prodct or srvic ak?I we have prioritized our target groups based on the gures, then we can

assign products to these market segments. Ater all, it is useul to know

what share a certain product accounts or within a certain target group.

What ar th brand objctivs?In this phase, we chart a course or the brand based on its image and de-

sired identity. This involves examining core values and name recognition in

order to determine aided, spontaneous and intrinsic brand recognition.

What arktin conications instrnts ar yo ointo s or conications prposs?With what ratio o importance to eectiveness are you going to deploy

these instruments? It is essential to assign tangible objectives in this area

because a signicant portion o the marketing budget will be assigned

variably.

Step 1

1.Perormancegoals

3.Produc

tgoals

4.

Brandgoals

6.

Accountableoutput

7.Socialoutput

5.Requireme

nts(SMART)

Financialperormance

Specifc

Measurable

Acceptable

Reali

stic

Time

-bound

NumberoRFQ

s

Sales

Numberoproflesacquired

Numberonew

slettersubscribers

Numberotimesagamewasplayed

Reviews

Recommendations

Questionnaires

(Re

)tweets

Widgetviews

Shares

Socialperormance

1 2 3 4 5 6 7 8 9 10

2.

Target

groupgoals

Goals

STEPS / STATIONS


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13

Table o content

Target groupsojv

What is th accontabl otpt or arktin conicationsinpt?What results do you expect rom your marketing communications? For-

mulate this as the volume o sales, number o newsletter subscriptions,

registered proles or quotation requests, etc. Be as specic as possible

in order to be able to evaluate the results aterwards.

What is th social otpt or arktin conications inpt?The benets o marketing communications are not only sales- or prole-

related. Online interactions, e.g. via social media, can ultimately contribute

towards the end results. Questionnaires or reviews may also lead to

conversions. For example, determine how many product reviews or

dialogues you have in mind. Think about how many times a game should

be played or orwarded.

The ollowing SMART rules should be taken into account when ormulating

objectives. They should be...

SpcifcProvide gures

and percentages

masrablMake sure that

results can be

determined

AccptablSupport must

exist or the

objectives set

RalisticThe objective

must be

attainable,

yet challenging

Ti-bondResults must be

achieved within

a predetermined

time period

Objectives 2.0


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14Target Groups 2.0

Next, an answer has to be ound to the question as to which target group

will get us to our destination the quickes t. Is there suffi cient demand

among our existing target groups or do we need new target groups in

order to attract more visitors?

Firstly, w will xain th crrnt tart ropWe will segment the target group, i.e. subdivide it into groups. Segmen-

tation is possible based on age, but also based on other segmentation

models, e.g. Mosaic, Young & Rubicam, etc. Segmentation allows ocus

areas to be identied. I all is well, then your selected target group seg-

ments will exhibit certain traits that are common throughout each segment.

No one can be everything to everybody, which is why we align our strategy

to specic traits within the groups. Segmentation is thereore an important

rst step.

Dtrin which tart rop provids th ratst opportnitisWhich target group is most likely to help you achieve your objectives? Are

there perhaps secondary or even tertiary target groups? We reer to these

as potential target groups. Are these existing target groups or do we haveto look beyond existing groups? Focus on growth target groups, i.e. groups

with potential or grow th, as well as su cient volume. Examining compe-

titors can also help identiy a target group ocus. Do not orget B2B target

groups.

Objectives

Product propositiontag gu

Step 2


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17

Objectives

Product propositiontag gu

Dtrin cstor insihts onc a tart rop slctionhas bn adCustomer insights tell us more about a target groups actual needs. In

order to gain these insights, we need to identiy their pains and pleasures.

These are the explicit needs or problems that should be ullled or resolved.

Insights can be determined in one o several ways. These include targetgroup discussions, panels, questionnaires, existing research or user-gene-

rated opinions (reerences, reviews, etc.). Brainstorm at least ten pains and

pleasures or each target group and or product development, marketing

communications and web presence purposes.

Slct th ost rlvant cstor insihtsI all is well, then you will now have a sizeable list o customer insights.

Select the most relevant insights, i.e. those that can be used within the

context o product development, branding, marketing communications and/

or web presence. Ater all, this is why you went to the eort o determining

these customer insights in the rst place.

Target Groups 2.0

1.Segment

2.Selectmostpromising

sectors/

targetgroups

3.Identiydecision

makersand

infu

encers

(DMU)

5.

Select

/prioritise

custom

erinsights

4.

Identiycustomerinsights

Segmentationby

For

Future

Sources

Current

Types

Pains

Pleasures

Targetgroupinterviews

Questionnaires

Existingresear

ch

User-generatedopinio

ns

Productdevelopme

nt

Brandi

ng

Marketingcommunication

Webpresen

ce

Sector

Company

People

Infuencers

21 3 4 5 6 7 8 9 10

TargetG

roups

STEPS / STATIONS


11/31

19Product Proposition 2.0

Good products and services address clear customer needs. There is o

course always an element o artistic licence that should be respected, but

customer needs should always be placed centre stage rom a marketing

perspective. Marketing specialists can use their expertise to provide

product developers with insights on which to base their decisions.

Cooperation between marketing and product development is crucial.

In the previous section, you determined the target groups and their

corresponding customer insights. These insights orm the basis or the

solution the target group-based product proposition. A product proposi-

tion is a complete package consisting o the core product, supplementary

services and online services.

It is possible to develop several dierent types o proposition. For example,

one product proposition may be more suitable or new customers and

another or existing, long-term customers. It is also possible to develop

cross-sell propositions to upgrade customer groups or retention propositi-

ons to keep customers on board. There are several variations on this theme.

THe PRODuCT DeVeLOPmeNT STePS ARe AS FOLLOWS

Dtrin whthr th cstor insihts aind aradqatly dfndInsights are only o interest i you can actually do something with them.

It should be possible to develop a product eature or align marketing com-

munications using an insight. Alternatively, it should be possible to modiy

the website or charge the brand based on this insight. Be critical when

accepting insights, since it is these insights that orm the basis or your

strategy.

go in sarch o inspirationLook to competitors, co-workers, etc. or sources o inspiration. Investigate

case studies, experiences and allow yoursel to be inspired. Your personalquest is unique. Many have gone beore you. You can learn rom what they

discovered and you can apply their experiences to your own market.

Target groups

Brandingpdu

Adequately customer insights

Search o inspiration

Brainstorming

Co-creation

Ranking

DEFINITIVE CHOICE

Step 3


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21

Target groups

Brandingpdu

BrainstorinEveryone participating in the brainstorming session should jot down his/

her ideas on paper beorehand. Other team members should give their

opinions about the ideas presented and respond with the impulses that

come to mind when discussing these ideas. Other group members can then

respond to these thoughts initiating a dynamic process. We reer to this asthe ping-pong eect. This process allows or brainstorming without any

restrictions, or at most, only minor restrictions. Doing away with restricti-

ons and removing boundaries oten generates very interesting results.

Co-CrationWe should group product eatures together and then present these to our

target group. We then make an intermediate move towards the target

group as part o the aided co-creation process. We present the product

eatures to our target group and note their suggestions and comments.

Customers and prospects oten nd it interesting to participate in such

co-creation sessions. They value the act that they are being involved

they sometimes even eel honoured and believe they are making a valuable

contribution towards solving a problem.

RankinIn this phase, we rationalize the process. We evaluate all the ideas and then

make a shortlist. We score each o the ideas to help make the decision-

making process easier. We should evaluate target group relevance, time-

to-market, protability, investment and retention. A ve ranks highest and

a one ranks lowest. By evaluating all the ideas in this way, it is possible to

arrive at an objective verdict.

Dfnitiv ChoicBased on the scores assigned during the ranking process, we then make a

decision and determine the denitive product proposition.

1.Assesscustomerinsights

2.

Hunt

orinspiration

3.

Brainstorm

6.D

eterminingproduct

p

roposition

4.

Co-creation

5.

Rating

Competitors

Collea

gues

Inspirationalmarkets

Cases

Ideasonpaperbeorehand

Teamm

em

bergiveopinion

Impulsivethoughts

Pingpongwithoutboundaries

Generic

Expected

Augmented

Completeco-crea

tion

Supportedco-crea

tion

Targetgroupprevalence

Time-to-market

Proftability

Investm

ent

Reten

tion

31 2 4 5 6 7 8 9 10

Productan

dproposition

development

STEPS / STATIONS

Product Proposition 2.0


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22Branding 2.0

A product is anything that can be brought to market that attracts atten

tion, can be purchased, used or consumed, and ulls a need or desire.

A product can be something tangible or a service, a shop, a person, an

organization, a place or even an idea. Below you will nd a summary o

the steps we should take as part o the positioning/repositioning and

branding/rebranding process.

Prodct or brand?First o all, ask yoursel the question whether you are aiming to be a product

or a brand. A brand is a product that explicitly stands out rom other pro-

ducts and brands and has special signicance in the mind o the end-user.

To become ront o mind, you have to make yoursel know to end-users.

What is yor idntity?In order to have any real signicance to customers and prospects, you

have to be well known and have an identity. A brand clearly answers the

question, Who are you?. What are the characteristics that you are looking

to attribute to your brand? Organize these attributes.

Who do yo want to b? PositioninA brands signicance is expressed in terms o the image that is projected

and the perormance level that you are able to achieve. It is essential that

you clearly dierentiate the brand in terms o perormance and perception.

This is reerred to as positioning and answers the question, Who do you

want to be?. What attributes do you want to give to the image o what you

want to be? Are these characteristics distinguishing and strong enough?

What do yo stand or? IdntifcationA brand should provoke a response. You will be judged by your peror-

mance and the emotions that you are able to provoke. I successul in this

endeavour, you will create more ans and win their hearts and minds to

become a more valuable brand. This step is reerred to as identication and

answers the question, What do you mean to me?. Take note o everythingthat you would like to mean to your customers, prospects and ans. What

do you mean to them? What benet do you provide them? What are the

deciding actors or choosing you? Why would they not turn their back on

your company or brand?

Product proposition

Social brandingbadg

Step 4


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24

What is th stat o yor rlationship with th cstor?Addd Brand ValFinally, you should work actively towards strengthening the relationship

and bond with your customers. You have involved your customers in the

product development process and you have established a good online

relationship with one another. This is reerred to as added brand value andanswers the question, What is the state o our relationship?. What demon-

strates that customers eel an anity with you? Or not as the case may be?

What online and oine activities can be perormed to bind customers to

your brand without their having to buy anything?

Brand RsponsibilityA brand should be given a prominent position and responsibility within

your organization in order or it to grow and become stronger. The right

people with the right attitude orm a great internal breeding ground or a

brand. These internal brand ambassadors have also established a personal

relationship and bond with the brand.

I you were able to answer Questions 1 to 5 clearly and honestly, then you

have ormulated your brand objectives. The next step involves developing

a brieng in which these brand objectives are described in even greater

detail. Ater this, we will have a creative team visualize this repositioning

in terms o brand themes. Branding is not something that takes place on

paper. A brand has to be propagated visually in order to create brand

perception among people so that they gravitate towards your brand. This

is how Just do it and Vorsprung durch Technik became so successul. They

were aligned with perceptions at the time.

What are the our most important actors or success that brand perception

has to satisy? LISS

Likability Why should I pay any attention to this?

Ipact How striking is this perception?Stickinss Does the experience persist?Storyability Does the experience provide a story that I can retell?

Product proposition

Social brandingbadg

L I S S

2.Whatisyo

uridentity?

3.Whatdoy

ouwanttobe?

(positioning)

6.Brandresponsibility

5.Brandconnection(brandaddedvalue)

4.Whatdoyo

umean?(identication)

Whichchara

cteristicsdoyou

wanttoattributetoyoursel?

Arethesesu

ciently

distinguishin

g?

Positionwithincompany

Internalbrandambassador

Whatdoyouwantto

meanoryourtarget

groups?

Howdoyoumake

thembetter?

Whatarethereasonsto

chooseoryou?

W

hatuseareyou

tothem?

W

hatarethereasons

tostaywithyou?

41 2 3 5 6 7 8 9 10

Branding

STEPS / STATIONS

1.Doyouwanttobea

brand?

Cleardistinction

Meaningul

toenduser

Whoareyou

?

Whatmakes

youyou?

Whatareyourcharacteristics?

Howdoesconnectionshow?

Howdoesconnectionnotshow?

Ofineandonlineactivitieswithout

anobligationtobuy

Branding 2.0


15/31

27

A brand is one o our most valuable assets. We want to know what is

being said about it and by whom. We want to take action beore any

damage is sustained, but we also want to stimulate dialogue about the

brand. The speed at which messages, opinions and gossip spread using

new media means that it is crucial that an approach be developed to

detect this buzz in a timely ashion. We want to or rather, have to know what is being said by customers, prospects and ans about our

brand, our products and our services, so that we can react whenever

necessary. This task can be assigned to an organizations PR department

and in some cases, to its marketing department.

Dtrin what yo want to onitor abot a brandThe brand name, product names, services, events names o senior

management or infuential people inside or outside the company,

marketing campaigns or customer service.

Atoat th way in which yo tn into th bMonitoring buzz can be achieved in several ways. It is possible to manually

browse through websites, blogs, tweets and other social networks, but this

is very tedious work. It is also very time-consuming and not particularly

ecient. There is, however, an alternative approach. Googles ree Google

Alert service sends notications in response to certain keywords appearing

in new search results. An RSS reader can be used to issue alerts in response

to certain names and terms being used on blogs and websites. Newsletters

can be scanned automatically or titles, names and terms that you wish to

track. Twitter Search can be used almost real-time to keep up-to-date with

gossip, opinions, comments and statements. Even traditional oine and

online cutting services are important. Keep an ear to the ground or the

buzz, because beore you know it discussions or comments can arise that

may lead to big problems or major opportunities. There are also numerous

online services that keep track o such developments automatically. You can

receive inormation in a well-organized ashion or a low monthly ee.

Social Branding 2.0

Branding

Cross-media and social mediasal badg

Step 5


16/31

28

Analy th bOrganize the buzz on a daily or weekly basis and classiy it into three

categories take action, orward or ignore. The rst category is the most

urgent, i.e. immediate action is required in order to avert any damage. Con-

versely, the news may be so positive that action should be taken to achieve

even better results. The message should be orwarded i it is relevant to theinternal organization. The last category is used or all other messages.

Action!We should take action i the messages content can aect us or our brand

either negatively or positively. It may even be possible to contact the author

o the message to resolve any complaints and to prevent the message

spreading any arther. Alternatively, it may be possible to boost the eect o

a positive report using the viral eect, i.e. propagating it even arther!

Branding

Cross-media and social mediasal badg

1.Whattomonit

or?

2.Automation

4.Action

3.Analyse

Brandnames

Productnames

Namesofpeople

Relevantthemes

Googlealerts

RSSfeeds

Newslette

rs

Twitterse

arch

Snippetse

rvice

Identifyactio

n

Webcare

Personalcare

Communicateit

Leaveitbe

51 2 3 4 6 7 8 9 10 STEPS / STATIONS

Social

Branding

Social Branding 2.0

C M di d S i l M di


17/31

30Cross-Media and Social Media

I we want to communicate with our customers, then we do this using

cross-media. We deploy both ofine and online resources simultane-

ously in the hope that the right combination o both w ill provide added

benets. We cross pollinate using various media including online video,

television, radio, print, online campaigns, mobile phones, games and/or

events. We anticipate that the chances o success will be increased andthat, on balance, we will achieve better returns in terms o marketing

communications.

Marketing communications deals with inormation, attitude and anticipated

behaviour. Here we make use o the acronym, AIDA :

Attntion Attract the customers attention

Intrst Raise customer interest

Dsir Convince customers that they want and desire

the product or serviceAction Lead customers to taking action

Each step should be detailed in the cross-media plan explaining how each

will be achieved. Deploying social media can increase stickiness, as well as

customers and prospects engagement.

TrndsA radical transormation has taken place in the media landscape in recent

years. Old media have made way or new media. The statistics given below

speak volumes (source: eMarketer.com USA):

35% switch to new media

50% o internet trac generated by social media

73% o internet users reads blogs

80% o internet users watches online videos

57% o internet users makes use o social networks34% o internet users is prepared to give a review or products/

services purchased

83% o internet users makes purchasing decisions based on reviews

93% o companies using the internet makes decisions based on

reviews

Social branding

Web presencec-mda ad sal mda

A I D A

Step 6


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Looking at statistics or individual media, then we see the ollowing trends

(source: eMarketer.com USA):

only 18% o television campaigns generates positive results

90% o people who are able to skip television commercials does so

25% o the population watches recorded television

People are conronted with 3,000 communications messages per day 14% o people trusts advertising

83% trusts peers, i.e. riends, amily, reviews

Research has shown that marketing decision-makers will be looking at the

ollowing media in the years ahead (source: eMarketer.com):

online video

cross-media and social media

user-generated content

mobile technologies

search

rich media

Who is or conications tart rop?In many instances, this may be the target group selected above. In other in-stances, we may be communicating with another target group. Dierentiate

between primary and secondary communications target groups.

What ar th cstor insihts?What are the marketing communications customer insights aligned with

these target groups? What media/resources do they use? How do they use

them? Study your own results, marketing statistics or conduct research by

means o a questionnaire or survey.

What ar or accontabl arktin conications objctivs?Here we ormulate the desired output or hard communications results,

e.g. volume o products sold, no. o new newsletter subscriptions, no. o

website visitors, no. o times a game was played, etc.

What ar or social arktin conications objctivs?Here we ormulate the number o recommendations, tweets, widget views,

member-get-members, bookmarks and blog posts. These sot social objec-

tives are important because this sort o output can lead to actual response

and/or purchases.

Social branding

Web presencec-mda ad sal mda

1.Targetgroup

2.Insights

3.Goals

4.Budget

8.Monitorand

adjust

5.Communicationsmix

6.Message

7.Media

Sectors

Companies

People

Inue

ncers

Which

media/means?

Howdotheyusethem?

Sources

Accountable

Brandnames

Results

Deskresearch

Ownresearch

NumberoRFQs

Sales

Numberoprolesacquired

Numberonewslettersubscribers

Numberotimesagamewasplayed

Review

s

Recom

mendations

Questionnaires

(Re)tw

eets

Widge

tviews

Share

s

Dependsongoals

Product

Service

Sector

Targetgroup

Determineper

61 2 3 4 5 7 8 9 10 STEPS / STATIONS

Cross-M

ediaand

Social

Media

Advertisem

ents

Directmail

E

vents

Telesales

Radio

Television

Maga

zines

Ou

tdoor

POS

Spons

oring

Socialmedia

M

obile

S

earch

E-mailmarketing

Aliatemarketing

G

ames

Onlinecamp

aigns

Contentcamp

aigns

Online

video

RSSmarketing

Online

Ofinemedia

Weblogs

Socialnetworks

Widgets

Wikis

Twitter

Publishers

Operators

On

lineMediaagencys

Promise

Whatsinorthem


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34 35Cross-Media and Social Media

What is or conications bdt?Once we have determined our target groups, insights and objectives, it is

important to know what budget we have available to achieve these desired

results. My advice is to relate this amount to the turnover and the prot that

will be realized. For a launch strategy, a modied strategy can be used, but

ultimately a marketing communications budget should generate a healthyreturn. You can assign communications budgets or each product, service,

target group or segment.

Dtrinin th conications ixBased on the ormulated objectives, we can now develop our cross-

media and social media marketing communications mix. In so doing, we

re-examine our objectives and reormulate the solution in terms o a

well-balanced mix o oine and online/social media. Develop a cross-

media/social media communications chain or each communications

target group.

FCS FORmuLA

Function state the marketing instruments unction

Crossover state the reason or the crossover rom one instrument toanother. What do you aim to achieve with this crossover and

how will this take place?

Story make sure that the various resources selected communicate the

story/campaign theme properly. Not all resources have the same

communications eect interactive or otherwise

Oin mdia

Advertisements, direct mail, events, telesales, radio, sales

promotion, magazines, outdoor, television, POS, mobile and sponsoring

Onlin mdia

Search, e-mail marketing, aliate marketing, games, online

campaigns, content campaigns, RSS marketing

Social mdia

Blogs, social networks, microblogs (Twitter), social news sites (Digg),

wikis, podcasts and video sites

utili th powr o social dia in th arktinconications stratyImplementing social media into our marketing communications strategy

provides a level o interaction as never previously experienced. Social

media users are highly engaged individuals, they share content, cooperate,

participate and can be highly infuential. The viral power o social media isenormous. There are several reasons or this. Firstly, the message and the

product take centre stage, not the company. Moreover, customers are

becoming less susceptible to traditional online communications, e.g.

banners and advertorials. Consumers have a ar higher regard or their own

community than or the party selling a product or service. Viral marketing

is in essence old-ashioned mouth-to-mouth advertising in a new guise

only ar more eective by virtue o its ability to multiply exponentially.

Dvlop th ssaA good campaign needs a good message. What promises can you deliver?

What is in it or them? Think up a ew initial ideas that the creative team or

advertising agency can use to get started. Formulate a ew, strong one-

liners that refect your ideas. Creatives always respond well to this.

Slct th diaBased on the strategy developed in Section 6, it is time to incorporate the

media into the communications strategy that you developed. I direct media

are to be deployed, e.g. direct mail or internal e mail marketing, then you

will not need the involvement o any external media partners. Online cam-

paigns, external e-mail campaigns and advertisements require negotiating

with publishers and other third parties. In order to achieve a well-balanced

cross-media/social media plan, we recommend that you hire in a speci-

alized online media agency. Traditional agencies oten have insucient

knowledge and expertise.

monitor th rslts and adjst cors

I recommend that you never launch a campaign i you are not able to mo-nitor and measure its results. Make sure that the campaign is set up so that

you can measure its results. I you can demonstrate a campaigns results,

then you will be more likely to get approval or budgets and achieve even

greater success in the uture.

Social branding

Web presencec-da ad al da

F C S

Web presence 2 0


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36 37

Cross-media and social media

Sales & distributionW

Web presence 2.0

Websites or smaller-scale, special-purpose minisites or microsites play an

important role in the marketing communications strategy. They orm the

landing pages or your message or proposition, as well as the means by

which to convert new and existing customers. It is also possible to prole

new prospects via a website and retain them by means o online applica-

tions, e.g. games, social media, etc. The website deserves a leading role inany strategy.

What objctivs dos th wbsit srv?I the website is only used as a channel or inormation, then we are doing

ourselves an injustice. We could be generating sales, subscriptions, leads

and proles, as well as orwarding XXXX, streaming videos and providing

games. There are countless ways to interact with website visitors. Several

examples o clearly dened website objectives include:

5%ofvisitorsshouldbuyaproduct

20%ofvisitorsshouldcreateaprofile

10%ofvisitorsshouldshowinterestinbuyingaproduct

15%ofvisitorsshouldsubscribetoanewsletter

50%ofvisitorsshouldwatchoneofthefivevideos

50%ofthevisitorsshouldplayourgame 25%ofvisitorsshouldforwardagameorvideo

What is or wb straty?Based on the objectives ormulated and the insights gained into the target

groups, we can develop a web strategy that will determine the websites

content. We should be thinking about personas, content, applications, web

themes/concepts, translating target group propositions into their online

equivalents and the social marketing aspects o a web presence. In the

strategy, we should also establish a link to the media that will attract web-

site visitors. The strategy can then be presented to a test panel made up o

customers and prospects. Online interaction is extremely critical ater all,

we are not trying to create an online brochure.

gnrat RqirntsRequirements bridge the divide between a strategy and implementation.

A unctional plan clearly details the practical implementation o the ele-

ments in the web strategy. Web applications can be explained in many

ways and can be implemented technically in even more. Clarity is o the

essence when trying to get the best quotation rom a website developer.

Ask an independent web consultant or website developer to assist you with

drating specications or these web applications.

Step 7

C M di d S i l M di


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Dvlop a contnt planNaturally, we devote a lot o attention to the content that we want to share

with our various target groups. We can make a subject list, gather sour-

ces where inormation about these subject areas can be ound and then

determine what sort o content is required, e.g. copy, newsletter items,

whitepapers, etc. Content can even be purchased, written, photographed orproduced. This includes multimedia content, e.g. images, audio, text, video,

etc.

usr Intraction DsinOnce the web strategy is in place and requirements have been written, it is

time to get to work on the user interaction design. Using fow diagrams and

wire models, a blueprint can be generated or the website being developed.

A good user interaction design provides insights into click paths, naviga-

tion structure and user unctionality. This component is carried out by an

interaction designer.

Wb Dsin ConcptOnce the interaction design has been completed with a clear layout and

unctionality, the websites design can then be addressed. The design isdetermined based on a house style and/or campaign image material. The

navigation structure and buttons can be then be designed. Buttons and

images are used to enhance the websites power to communicate its

message. This is carried out by a web designer. He/she works closely with

the user interaction designer who generated the blueprint.

Dtaild Wb DsinOnce you are happy with the web design, it can then be worked out in more

detail. Images can be purchased, videos can be produced and each page can

be laid out in detail as agreed. Discuss the maximum budget available with

the web design agency in advance. These projects oten snowball out o

control.

Wb DvlopntThis phase is oten the most intensive. All the web applications need to be

developed and the content management system needs to be congured.

Complex links are then created to other internal or external systems. On

completion o this phase, the content can then be uploaded.

Cross-media and social media

Sales & distributionW

Technicalrealisation

Implementationdesign

Contentmanagement

Applicationsdevelopment

Linkstointernal/externalsystem

s

1.Goals

2.Webs

trategy

3.Requirements

8.

Webdevelopment 4

.Contentplan

5.

Interactiondes

ign

6.

Webdesignconcept

7.Webdesign

development

Chara

cters

Conte

nt

Applications

Them

es

Interaction

(social)

Sales

Lead

generation

Profling

Inormation

Takestock

Descr

ibe

(unctionalplan

)

Fixedwebte

xts

Variableweb

texts

Whitepapers

Contentapplications

Video

Navigationstru

cture

Userunctionality

Clickpaths

Applica

tions

71 2 3 4 5 6 8 9 10

Webpresence

STEPS / STATIONS

Web

Newsletters

Design

Themes

Distribution and Sales 2 0


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40Distribution and Sales 2.0

A good sales & distribution strategy can be critical to an organizations

success. This does not entail direct sales to consumers, but the selection o

partners that have a strong bond with their ollowing, e.g. commercial and

community partners. Commercial partners include businesses and employ-

ers. Community partners include organizations, clubs and institutions. A

proposition targeted specically at a partner oten has a positive eect onboth parties. The partner has a proposition or its ollowing that can help

strengthen loyalty. The supplier then gains a loyal sales channel.

The steps or achieving a well-conceived sales & distribution strategy are as

ollows:

Web presence

Marketing intelligenceDu ad al

Analyze the existing

sales & distribution

strategy

Perorm a market scan

to determine which

parties are matches

in terms o objectives,

customers, vision, etc.

Evaluate potential

partners in terms o

their scale, suitability

and communications

resources

Detail the partnership.

Create a good joint

action plan.

Categorize partners at

an industry or sector

level

Prioritize candidates.

With whom would

you most like to do

business?

1 2 3

4 5 6

Step 8


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Web presence

Marketing intelligenceDu ad al

1.Analyse

5.Prioritisecandidates

6.

Implement

4.Categorisation

3.Assessmenton

Analyseexisting

strategy

B

ranches

Sectors

Suitability

Scale

Communicationstrength

8 9 10 STEPS / STATIONS

2.Marketscan

Find

suitablepartners

Criteria

GoalEndclient

Visio

n

Distribution

1 2 3 4 5 6 7

Marketing Intelligence 2 0 44


24/31

Distribution and sales

Marketing ITmakg llg

E-mail address

Purchases

Visits

Values

Clicking patterns

Interests

Family situation

Income level

History

Telephone number

Address

Name

Marketing Intelligence 2.0

The nerve centre o every organization is the inormation that it has

about its customers, the campaigns it runs, its website and the market in

which it operates. Measuring and recording inormation is no longer an

issue. Technologies exist that enable us to record customer inormation

and monitor online campaign data in a detailed and intelligent ashion.

What do w want to know abot or cstors?What inormation do we want to record? What should a customer prole

contain? We want to get to know more about a customer than just his/her

name, address, telephone number and e-mail address. We would like to

learn more about his/her history o purchases and visits, his/her values, in-

come level, amily situation, interests, clicking patterns, etc. In short, there

are countless items o data that might be relevant. Clariy these matters

and try to identiy the actors or conducting proper analyses and predicting

customer behaviour and potential customer groups.

Capain Intllinc: What do w want to asr with rardto or capains?I have rmly believed or many years now that you should not even embark

on a campaign i you are not able to measure its outcome. I you do notknow what results it generates, then you cannot calculate its returns. Your

campaigns returns determine the extent to which you can deploy such a

campaign again in the uture and how oten.

Dtrin what aspects o each campaign you want to measure: conver-

sions, sales, requests, buzz, customer values, customer purchases, etc.

Work ot how you can retrieve the results and provide a clear presenta-

tion o these results (dashboard)

Analy the results and adjust course

Step 944

46Marketing Intelligence 2 0


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46Marketing Intelligence 2.0

What do w want to analy with rard to or wbsit?The commercial strategies o many businesses, institutions and organizati-

ons are being increasingly centred on their websites. The better orchestra-

ted your customers and prospects use o your website, the more signicant

it will become both socially and commercially. This is why it is so impor-

tant to measure your websites perormance.

Dtrin what aspects o your websites perormance you want to

measure: online conversions, sales, requests, reerences, responses,

newsletters subscriptions, no. o visitors, no. o leavers, etc.

us web analytics (SiteStat, SiteCatalyst, etc.) to gain insights into

this data. Report only what is relevant

Analyze the results and adjust course

What do w want to know abot or arkt, partnrsand coptitors?Consumers are changing, new trends are appearing. Society is ever-chan-

ging, as are competitors and partners. New services are being introduced,

campaigns are being tested. Decisions are being made and ailures are

being dealt with. By keeping your eyes open, you can stay attuned to the

latest trends and nd inspiration to develop new and innovative ideas.

Track themes and trends. Which competitors or partners do you want to

monitor?

us Google Alert, an RSS reader, Twitter Search (RSS), oine and online

cutting services and other monitoring tools to detect new trends. Gather

together everything that strikes a note every month. We reer to this as

your marketing radar.

Prioriti and make decisions. Determine which trends are o major

importance commercial or otherwise.

Initiat projects, pilot studies, tasks, case studies, Q&As, etc. Use the

inormation that you glean to support selected strategies or to adjust

course on an existing strategy.

Analy what inormation led to successul implementations everysix months.

Distribution and sales

Marketing ITmakg llg

1.Customerintelligence

2.Campaig

nintelligence

3.Web-

intelligence

4.Marketintelligence

Analysesandpredictions

Build

upocustomerprofles

Buy/visit/clickhistory

Customervalue

Incom

e

Familycomposition

Interests

Whatdo

youwanttomeasure?

Setupadashboard

Analysea

ndadjust

Whatdoyouw

anttomeasure?

Usewebanalytics

An

alyseandadjust

What

doyouwanttokeeptracko?

UseG

oogleAlerts

Prioritise

Createprojects

Analy

se

91 2 3 4 5 6 7 8 10 STEPS / STATIONS

Mar

ket

ing

intelligence

48Marketing IT 2 0


26/31

48

Marketing is becoming increasingly technology-driven. This presents a

major obstacle to many marketing specialists and senior management

who would like to innovate. There is no escaping the act that you need

to implement new technologies and tricks on an ongoing basis to keep

ahead o the competition.

What tchnolois do yo nd? Wb Tchnolois applications that run on the website. Web 2.0

applications are only 2.0 i they interact with the website visitor. Social

media technologies belong to this category.

Capain manant online sotware or managing online

campaigns, e.g. bulk e-mail handling, SMS platorms and other social

communications media

marktin Intllinc sotware or recording customer inormation

(CRM) and monitoring campaign and web analytics.

Sals manant online sales support sotware (sales unnel

management)

Connctors all the above-mentioned technologies need to be able to

communicate with administrative back-end systems. Inormation needs

to be exchanged backwards and orwards. Connectors are oten time-consuming to implement.

Inoration Tchnolois to keep yoursel abreast o all the latest

marketing developments, use an RSS reader, Twitter and Google Search/

Alert.

What tchnolois ar availabl?Once you have made a list o everything you need, it is time to check what

you already have in-house. You can do this yoursel, but it is advisable to

involve a specialist to tackle Sections 1 & 2. This specialist (oten with a back-

ground in website/sotware development) can help you create a unctional

summary. Marketing 2.0 requires insight into the technologies available as

listed in Section 1.

Marketing intelligence

Business casemakg it

Marketing IT 2.0Step 10

51


27/31

51

How wid is th tchnoloy ap? What is issin?I you know what you need and what you already have in-house, then you

will begin to have an insight into the technology gap. This gap analysis is

useul because you become more amiliar with the marketing IT techno-

logies required to make Marketing 2.0 possible. In this phase, a unctional

plan should be written detailing the current as-is situation and the desired

to-be situation. Everything you need should be detailed in the unctional

plan.

How ar w oin to brid th tchnoloy ap?How will w iplnt arktin IT 2.0?The written unctional plan can be put out to tender with several website/

sotware development companies. They then submit their bids or you to

compare. Next, you select the party in whom you have the most aith. Price

is not necessarily always the deciding actor.

Marketing intelligence

Business casemakg it

1.Informa

tion

tech

niques

2.

Marke

ting

-in

telligence

3.We

btechn

iques

4.

Campa

ign

techn

iqu

es

6.

Connect

ions

5.S

ales-managemen

t

Googlereader

Twitterapplications

W

ebanalytics

Googlealerts

Campaignanalytics

Customeranalytics

Contentmanagement

User

applications

Socia

lmedia

E-mailmarketing

S

MS

Socialsharing

Managingdirectmail

CRM

Salesfunnelmanagement

Onlin

eordering

Onlin

epayments

Internalsystems

Externalsystems

Socialmashups

101 2 3 4 5 6 7 8 9 STEPS / STATIONS

M

arketingIT

52 53Business case 2.0


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5 53

Ultimately, the business case is the most important deciding actor o all.

The business case tells us more about a strategy or campaigns chances o

success. A good business case also provides insight into inherent nancial

risks. Businesses and prot-based organizations look at prots.

Non-prot organizations look at the returns on their marketing eorts.

For both, a business case is o crucial importance. In this phase, it is use-

ul to seek advice rom the nancial director, manager or controller. Draw

up a business case with him/her. You will then win immediate support

rom senior management, the board o directors, etc.

A gOOD BuSINeSS CASe INCLuDeS THe FOLLOWINg

Basic AssptionsHere we explain the plan or the campaigns basic assumptions. These

include critical actors or success, uture trends, history or known issues. Its

scope is also o vital importance. What are planning to do exactly? What are

you going to do and what are you not going to do?

Objctivs & BnftsDetail the objectives or benets that we aim to achieve.

CostsInclude cost estimates or product development, branding, cross-media,

social media, web presence, marketing intelligence and marketing IT. Not to

orget the business impact i there is a need or additional human resources

temporary or otherwise. I you are having diculty estimating costs, then

ask or estimates or quotations rom potential suppliers. Make sure that you

indicate when these costs will be incurred. This is important or cash fow

management purposes and provides insight into the delay between costs

and revenues.

RtrnsReturns are just as important. Indicate the anticipated revenues. Substan-

tiate these gures with evidence. Perhaps you conducted tests or you arebasing gures on supposition or other data. Be realistic. Under-promise and

over-deliver! Present various scenarios that illustrate how results could di-

er. Decision-makers oten want to see the worst-case scenario.

IpactIndicate the impact o the new strategy on the organization and its sta.

Operating procedures may have to be changed and new roles/jobs may

have to be created.

RisksDecision-makers oten look at the inherent risks beore addressing other is-

sues. This is logical, but not always desirable. Sometimes, it is useul to ease

up and be less anxious about making decisions. It is also vital that all risks

are apparent. The nancial risks have already been discussed, but there are

oten other types o risks, e.g. legal, social, organizational or production-

related. Map these out properly and be realistic.

Conclsions & RcondationsDraw your conclusions based on the above-mentioned points. You are in

eect acting as a consultant. Try to look at the plan and the business case

that you wrote in an objective and unbiased manner.

Marketing IT

Organizationbu a

Step 11

54 55Organization 2.0


29/31

g

Once the plan is nished and approval has been given to move orward,

it is time to tackle organizational aspects. Nothing is as disappointing as

an organization that is not ready to move orward. We have to inspire,

motivate, inorm, delegate, educate and integrate.

The revamped organization will need to address the ollowing matters:

targetgroupsegmentation

targetgroup-basedproductpropositions

brandingstrategiessocialorotherwise

brandingthemessocialorotherwise

cross-mediaandsocialmediastrategies

cross-mediaandsocialmediacreatives

webpresencestrategies,Web2.0toolsandconcepts

marketingintelligence(customer+campaign+web+

market intelligence)

multi-channel/trademarketingstrategies

customerservice/onlinecare

Characteristics o adaptive organizations:

exibility openenvironment+inspirationalleadership

rapidresponsetochangingcircumstances

dynamicmarketing+campaignmanagement

specialistpersonnel(cross-media/socialmedia,marketingIT,

marketing intelligence, web development, etc.)

marketinginnovationpilotteams

availabilityofstate-of-the-artmarketingITsystems

availabilityofrecentmarketingintelligenceupdates

(customer+market+campaign+webinformation)

ORgANIzATIONS & INNOVATIONMarketingMondays ve steps to successul innovation are:

Inspiration

we will have to inspire in order to gain the organizations support. We

should share our presentation with everyone playing a role in the new

approach in an enthusiastic ashion. Make sure that everyone gets the

opportunity to have his/her say. Take eedback seriously and ask or

solutions.

Ownership

You will not be able to implement a strategy on your own. You need

participants, co-workers, ans and even resistance. It is important to esta-

blish ownership or each o the new strategy or campaigns components.

You can appoint owners to product development, cross-media/social media,

marketing IT and sales.

Cooperate intelligently

A compact, multi-disciplinary project team generally works perectly. The IT

Manager solves the marketing IT challenges and the sales coordinator takescare o proper sales processes. A good project team works together like an

orchestra. The music will sound wonderul i well conducted.

Knowledge & Skills

Marketing 2.0 is more complex than its predecessor, Marketing 1.0. This

implies that everyone needs to have the right knowledge and skills to make

the transition to new-style marketing. Make sure that everybody has access

to this knowledge.

Integration

Integrate this new way o working. The new team, the new suppliers and

the new results all orm part o this new way o working. Make sure that

this is experienced as being the de acto operating procedure. Old-style isdead, long live new-style!

Business case

Conclusionogaza

Step 12

Conclusion


30/31

s wa a

wad makg 2.0. A a a

a u ad d a ag w

aga. b ag u w a, g

ad x, u w ua d uw aua wa f wkg. l

a a u a gud, u

ag g a u ga ag

wa.

If you have any questions, then please do not hesitate to contact me by

e-mail on [email protected] or via Twitter at @rvhooijdonk.

n a f ua a ad u, fad f ad wu

f rad a hjdk.


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marketing 2 en v6

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