Proving success in social mediaPhilip Buxton, head of marketing, iCrossing UK

SHOW ME THE MONEY

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AGENDA PROVING SUCCESS IN SOCIAL MEDIA

>Context– The curse of the last click

>Due diligence– STOP analysis– Engagement framework– Measurement models

>Defining success– Proving the case

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CONTEXT INVESTMENT HAS FOLLOWED ATTRIBUTABLE SALES

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> Disproportionate spend on paid search

> Money follows demonstrable ROI, rather than ‘real’ returns.

> An entire industry built around ‘the last click’

CONTEXT WE KNOW DIGITAL JOURNEYS ARE MORE COMPLEX

>New tools are allowing us to see the real worth of digital channels

>But data should only help us build stories of user behaviour

>What about offline experiences?

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“MARKETING IS NOT A FUNCTION, IT IS THE WHOLE BUSINESS SEEN FROM THE CUSTOMER'S POINT OF VIEW.”

Philip Kotler

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(SOURCE: Flickr.com/Matt McGee)

SOCIAL MEDIA ARE MAINSTREAMThey are how your customers do and will view brands

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CONTEXT ‘HOW MUCH SHOULD I SPEND ON SOCIAL MEDIA?’

>We shouldn’t seek to apply financial measures to non-financial behaviours (Forrester)

> ‘What’s the least I should do?’

>Due diligence – become literate, have a strategy

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DUE DILIGENCE ICROSSING’S 3 TOOLS FOR SOCIAL MEDIA STRATEGY

1. STOP Analysis

2. Engagement framework

3. Measurement models

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DUE DILIGENCE STOP analysis

>Strategic – how does the social web affect my marketing strategy? In a world where information and experience is ‘networked’ how can we market ourselves?

> Tactical – how should my marketing campaigns/customer service be different in the short-term now that these new platforms exist and are dominant?

>Organisational – social media cuts through departments. How might we organise ourselves better? What platforms do we need to build and who should own them?

>Personal – I and all those around me need to know the rules of engagement in social media so we can act appropriately and with confidence. What rules should we set?

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DUE DILIGENCE ENGAGEMENT FRAMEWORK

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DUE DILIGENCE MODELS OF SOCIAL MEDIA MEASUREMENT

> Forrester– Advises against assigning financial values to non-financial metrics:

• Fails to measure true business value • Gets in the way of achieving objectives• Can attribute success to the wrong channels

– Is for a “balanced social media marketing scorecard”:• Financial – revenue or profit increases or costs decreases• Digital – enhancement of own or earned digital assets• Brand – positive changes in consumer attitudes to the brand• Risk management – improvements in preparation to note

and respond to attacks or problems that affect reputation– Aligns measurement to corporate objectives, enhancing strategic

development and satisfying as many stakeholders as possible

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DUE DILIGENCE MODELS OF SOCIAL MEDIA MEASUREMENT

> IAB

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DUE DILIGENCE MODELS OF SOCIAL MEDIA MEASUREMENT

> Virtue- Calculates ‘value’ of a

Facebook page using fan count, customer activity, brand activity, and a proprietary engagement multiplier

- Configurable CPM of ‘earned media’ that defaults to $5

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DEFINING SUCCESS

WHAT IS THE OBJECTIVE?

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Awareness measured? Awareness up?

BRIEF> Raise awareness of the new iQ city car through the

use of social media

SOLUTION> Hypermiling identified as key topic through social

research> Hypermiling stunt to drive to 18 cities on one tank

of fuel> Project reported through a range of social media

channels, Flickr, Twitter, YouTube, Google maps mashup and the iQ blog

> Word of mouth used to contact influential bloggers lightly informing them of project

RESULTS> Programme ‘reached’ 105 million people worldwide.

3.7m in the UK, through coverage in 64 blogs, including Wired, New York Times and Treehugger

> Traffic to iQ blog increased by 212% - 32x traffic from external sources

> Traffic arrived with ‘advocacy’ in-built from independent editorial coverage

WHAT IS THE OBJECTIVE?

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DEFINING SUCCESS

WHAT WAS THE OBJECTIVE?

>Ann Summers case study– Reach, CPM, coverage, brand perception, ‘sentiment’

> Toyota iQ case study– Reach, coverage, traffic, traffic source, ‘advocacy’

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DEFINING SUCCESS

PROVING THE CASE

>Be utterly clear on the objective. Measure against that alone

>Use numbers, but only to tell a story

>Compare - how else could the objective have been achieved?

>Or…

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TRUST ME I’M A MARKETER

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(SOURCE: Flickr.com/Matt McGee)

THANK YOU

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Email: philip.buxton@icrossing.co.ukTwitter: @icrossing_ukBlog: http://connect.icrossing.co.ukWebsite: www.icrossing.co.uk