the big brand theory

THE BIGBRAND THEORY Digital insights from industry leaders.

THE BIG BRAND THEORY

Digital insights from industry leaders.

From the Digital CMO Summit 2010

Presented by Compete

About the Digital CMO Summit

The Digital CMO Summit is an annual invitation-only event that brings

marketing leaders together to discuss how the Internet and digital media

are transforming their businesses. The intimate size of the summit, with its

formal sessions and informal activities, creates an unparalleled opportunity

to learn from, influence, and connect with executives from top advertisers,

agencies, and media companies.

The 2010 event was held May 5-7, 2010 in Miami, Florida, and was

sponsored by American Express Business Insights and 24/7 Real Media, Inc.

For information on the 2011 Digital CMO Summit,

please visit www.digitalcmosummit.com.

4 ......................Welcome from Stephen DiMarco, CMO, Compete

6 ......................Roundtable Participants

8 ......................Defining “The Big Brand Theory”

16 ....................The Ever-Expanding Online Universe

22 ....................Obstacles to Unlocking Digital Opportunities

28 ....................The Digital Marketing Impact

36 ....................Innovations in Online Branding

42 ....................The Final Word

44 ....................Roundtable Biographies

wElcOmE

an you imagine witnessing the evolution of the universe from its earliest beginnings? Imagine small, unrelated bits resolving slowly to form recognizable patterns. Like the hot, dense state that characterized the Big Bang, the evolution of brand building online has been fueled by its own explosion of transformational technology. This is both a daunting and exciting time for our

industry, and I believe that leading brands—big brands—to be specific, are showing us the way forward.

I recently had the opportunity to interact with leaders from many of these brands in Miami at our client event, the 2010 Digital CMO Summit. Senior marketers from brands such as Kodak, Alaska Airlines, T-Mobile, Microsoft, and Procter & Gamble shared how their companies are taking steps to transform online branding, digital measurement, and creative execution.

And since the dialogue went beyond theory to fundamental changes in practice, we wanted to share some insights to help you calibrate your current position on this ever-evolving scale.

To that end, we asked some of our distinguished speakers to respond to a few key questions about where we’re going and how we’re going to get there. I am pleased to share their knowledge and insights with you.

Stephen DiMarcoChief Marketing OfficerCompete

6 THE BIG BRAND THEORY

mARc cONNOR Group Director Strategic Planning Bridge Worldwide

STEpHEN DImARcOChief Marketing OfficerCompete

DAvID FENNDirector of National AccountsYelp

RIcHARD FIElDING

Chief Client Officer

Kantar Media North America

ROuNDTABlEpARTIcIpANTS

THE BIG BRAND THEORY 7

DENNIS HAuGANSenior Director of Digital Marketing StrategyT-Mobile USA

JEFFREY HAYzlETTBestselling Author, Change Agent, Digital Thought Leader, & Cowboy

KAREN ScHlOSSERAssociate Marketing DirectorOTC HealthcareProcter & Gamble

KIRSTEN wARDDirector of Digital AdvertisingMicrosoft Corporation

ROuNDTABlEpARTIcIpANTS


THEBIGBRAND THEORY


“The Big Brand Theory” was the theme of our Digital CMO Summit and it marks a seminal moment in the evolution of our industry. Today, big brands are not just being built online—they are springing to life online, changing the very way we think about and leverage branding. Fueled by evolutionary advances in digital measurement and analysis, and bold new ideas about creative execution reflecting the near constant emergence of next generation technologies, “The Big Brand Theory” is neither hype nor hypothesis—it is an amazing new fact of life for marketers. That’s why we put this question to our roundtable:

what does “The Big Brand Theory” mean to YOu?


SOcIAl mEDIA

EmAIl

DIREcT mAIl

wEBSITE

pRINT mEDIA cuSTOmER RElATIONS

pAID SEARcH

iGOOGlE

cONvERSATION

DR/pROFESSIONAl

television

IN-STORE DISplAY

SOCIAL MEDIA

EMAIL

DIRECT MAIL

INTERNET

PRINT MEDIA

CUSTOMER RELATIONS

RETAIL PRESENCE

TELEVISIONbrandexperience


mARc: The promise of “The Big Brand Theory” is to put a brand’s purpose into motion and to leverage all of its available touchpoints to engage people, understand them, serve them, and inspire them to share the brand’s story with others for the benefit of all. And digital technology can best enable that new level of relationship and experience.

KAREN: To me, “The Big Brand Theory” is the idea that the lines between online and offline, marketer and consumer, research and intellectual capital, are all blurred and merging. No longer can a brand think of these worlds as separate or digital marketing as a “choice”—it is an expectation of consumers and therefore core to brand-building.

DAvID: I think a key part of it is that the opportunity to learn from your customers is more possible today than ever before. Social media like Facebook, Twitter, and Yelp provide our customers with an online megaphone. Those companies that listen and engage now are a step ahead of their competition.

DENNIS: The first thing I think of when I hear “The Big Brand Theory” is dialogue. Social media is dialogue to me and the value for your brand can be huge. Participating in the conversation about your brand is key. Your brand in many ways is defined by these social conversations. Also, you must realize a brand is not a destination, it is woven throughout the experience across the whole lifecycle. So don’t think of brand as pure awareness and consideration, it is the full experience the consumer has throughout their lifecycle that forms your brand.

KIRSTEN: “The Big Brand Theory” means a resurgence in recognizing that online plays such an important role in brand building. Coming out of the recession, where companies were pulling back from online, it is exciting to see the economy recovering and online gaining some momentum. As technology is evolving along with consumers and their behaviors online, it really provides brands a huge opportunity to reach them in new and exciting ways.


2008 2009 2011 2012 2013 20142010

67% 77% 78% 83% 84% 85% 86%

Source: Compete

% of internet users using

social media in US 2008-2014.

SOcIAl mEDIA cONTINuES TO GROw


JEFFREY: The way I see it, a brand is a promise to deliver a consistent experience whether it’s from a product, service, or a person, in every way you touch your customers, employees, partners, and even your competition. A brand identifies and authenticates a product or service and delivers a pledge of satisfaction and quality. In addition, your brand needs to be represented in your communications with your audiences, through the Web, email, advertising, marketing materials, and even social media.

KAREN: Digital technologies provide an amazing ability to sense, respond to, and engage with consumers. The challenge is to harness the power of the insights, conversations, and relationships that are at our fingertips.

JEFFREY: With the advent of technology, there is a shift underway from business to customer. With advertising and in particular digital today, more and more your customers are in charge of your brand. The sooner companies and brands come to terms with that shift, the quicker they will create a closer relationship with their customers. To do so, companies need to listen to their online customers and join their conversation. This is new territory and usually confusing for traditional companies. But, to ignore it or treat it as a fad is a mistake.

This is new territory and usually confusing for traditional companies


OlD SpIcE uTIlIzES SOcIAl TO REvITAlIzE ITS BRAND

Leveraging multiple social media channels—Facebook, Twitter and YouTube, Old Spice is now connecting with a new generation of fans in a way that is both relevant and meaningful to them. The first Old Spice Guy campaign videos had almost 6 million YouTube video views IN THE FIRST DAY.

The numbers continue to skyrocket from there with over 145 million views to date—surpassing even traditional broadcast reach. So what can a well executed, wildly successful social media campaign really do for a brand?

*Old Spice Twitter following 2,700%

Old Spice Facebook interaction INCREASED 800%

Traffic to OldSpice.com 300%

Oh yeah, the campaign also generated over 1.4 billion impressions for Old Spice and sales for the product increased 107%.

*Source: SocialTimes

OlD SpIcE uTIlIzES SOcIAl TO REvITAlIzE ITS BRAND


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Source: Compete

2009

Unique Visitors OldSpice.com


THE EvER-ExpANDINGONlINE uNIvERSE


Change is a given, but not until the Internet has it been so constant, so fast, for so long. Global Internet usage has grown from 938 million users in June 2005 to 1.966 billion users in June 2010. Nearly 4 out of every 5 North Americans are online. Digital marketing is evolving just as dramatically. That’s pretty exciting on one level, but at another level it can be frustrating because of the frantic race to keep up—not to mention the challenge of anticipating where it’s going to go so that you can beat the competition there. It’s not going to contract or slow down any time soon. So we wanted to know:

Given that the online universe is expanding at a breakneck pace, where do you want it to go next?

THE EvER-ExpANDINGONlINE uNIvERSE


KAREN: Breakneck pace is an understatement! I am excited about what technology—and more importantly, the consumers powering the technology—will enable. The collective minds of willing consumers are much more powerful than the smartest marketers, inventors, agencies, supply networks, and philanthropists. I am hopeful that consumer-driven technology advances will go well beyond “product” advocacy and engagement to more formalized and expanded pockets of product and idea development that will improve lives around the world.

DAvID: I think there is a huge opportunity to close the online and offline purchase loop. Online is sometimes thought of as a medium to only drive online behavior, when in fact it is a huge influencer of offline and local purchase behavior. More customer friendly tracking mechanisms are available today, such as “check-ins”, scannable mobile coupons, calls, and search tracking on mobile devices. All of these can provide insight to online ad spend and online/offline purchase behavior. As the landscape changes, we will gain more clarity into the relationship of online to consumer offline purchase behavior.

The collective minds of willing consumers are much more powerful than the smartest marketers, inventors, agencies, supply networks, and philanthropists.


KIRSTEN: Standardization and innovation. Online media is so flexible that there is constant innovation and new ways and approaches to reaching consumers. As it expands so quickly there needs to be a move towards standardization and consistency across the industry. We need to improve industry standards on how to define and track success and, ultimately, achieve consensus on what success looks like.

DENNIS: The mobile phone screen, of course!

JEFFREY: Again, I’m going to circle back to the mobile market, including all mobile devices, phones, net books, and pad computers. I’m always traveling and most of my online time is spent on my mobile phone or iPad. For others, a mobile device is almost their only means of getting online. More and more content, applications, publishers, and marketers will be looking at mobile marketing and investing in it.

RIcHARD: I agree that you’ll see online expanding further into mobile with location-based media. I also think you’ll see more IP content delivered to TV, which is where a lot of Internet video will be consumed.


The good news for brands trying to market through mobile starts with the amount of time people are spending on their devices. With the device never being more than an arm’s reach away, advertisers are taking notice and using this mobile medium to relay all types of information. We see that smartphone owners are interested in receiving mobile advertising, which is very promising for the mobile marketing industry. Brands need to focus on engaging and driving behavior of these ‘early adopters’ in order to help bring these concepts to mass market.

A READY AND wIllING mOBIlE AuDIENcE


Source: Compete Smartphone Intelligence, % of top two box scores

On a scale of 1 to 5, how interested would you bein receiving the following on your smartphone?

Grocery coupons

36%A barcode that I can scan on my smartphone

29%Offers you can save and pursueat your leisure

26%An ad via SMS when I go by a retailer with a promotion

21%An ad within a free app

18%


OBSTAclES TO uNlOcKINGDIGITAl OppORTuNITIES


A study by the Society of Digital Agencies conducted in Q4 2009 found that 81% of brand executives expected an increase in digital projects for 2010, and 78% believed that the current economy would actually motivate the allocation of more funds for digital marketing. In the abstract, the benefits of digital marketing are clear in terms of reach, efficiency, flexibility, and cost-effectiveness. But there are obstacles, too: internal and external, operational and technical, involving investments in both human and financial resources. Then, of course, there are the various channels that consumers use. In spite of these obstacles, marketers are bullish on digital. So we wanted to know:

what is the biggest obstacle for companies looking to unlockthe digital opportunities in front of them this year?


KAREN: The biggest obstacle will likely be the tendency to leverage digital platforms as another “one-way” communication device. Marketers are still coming to grips with the fact that we don’t own our brands—the consumer owns our brand in their hearts, minds, and spheres of influence. We can only provide input (typically via advertising), services, and a great “product” to help form their opinion. There is a perceived risk to understanding and learning from what consumers think and feel via open conversation. To me this is just putting your head in the sand. It will show up in sales if the consumer doesn’t like you, so you should listen, embrace, engage, and improve.

JEFFREY: I think using data and using it correctly to target their prospects and customers, on their terms, with personalized offers that are based on their preferences, buying habits, or geographical location. Companies have huge amounts of customer data in their hands and often do nothing more than collect it. There’s a tremendous amount of technology available to turn simple customer correspondence into a meaningful and personalized offer that builds customer loyalty and spurs repeat business.

DAvID: I believe fragmentation is the biggest obstacle. Many large companies are still trying to figure out online, let alone all of the silos within online: SEO, SEM, Display, Search, DR, etc. Often times, client marketing groups and their partner agencies are not collaborating cross silo, cross medium, or cross partner.


mARc: The biggest obstacle is the medium itself—we don’t have a formula based on decades of evidence to determine its persuasion score and other metrics. The “standard formats” of iMedia or sponsorship (interruptive advertising) or websites are important, but not the way to break through, drive engagement and/or relationships. To do that you must innovate and innovation is risky business. You have to be willing and able to envision completely new and better ways of utilizing technology to cut through the clutter and create connections.

DENNIS: Data and system architecture built in silos and no dynamic customer profile that delivers the right content at the right time to the right digital screen. Also, content management that integrates both company-produced and user-generated content at topic level.

KIRSTEN: One word: COMPLEXITY! Because technology is emerging so quickly. We are shifting the marketing mix and really focusing on holistic measurement across all campaigns for Bing. A critical part of everything we do is measure; we have a plan and strategy not just for campaigns but also for how we will measure success at the end. We are experimenting so much with new and innovative ways to reach our audience that it’s important for us to be able to measure what works. We want to be sure we are looking at the right metrics and making apples-to-apples measurements across platforms and campaigns.

You must innovate and innovation is risky business. You have to be willing and able to envision completely new and better ways of utilizing technology to cut through the clutter and create connections.


FORD FIESTA GENERATES pRE-lAuNcH Buzz

More than a year in advance of Fiesta’s launch, Ford engaged target prospects in a digital media effort that went viral before the first vehicle rolled off the assembly line. Fiesta demand was well on the rise since January, far before its May launch date, with 15,000 to 20,000 shoppers per month—a product of Ford’s social media efforts. According to J.D. Power and Associates, Ford spends 25% on digital (industry average is 9%) and is sure to measure their digital efforts.

*According to Ford, the Fiesta Movement has generated:• 11 million social networking impressions• 5 million engagements on social networks • 11,000 videos posted• 15,000 Tweets • 13,000 photos

The results speak for themselves, the metrics above combined with the 50,000 interested potential customers, (97% of which are not current Ford owners) make this campaign a success and surely set a standard for the industry.

*Source: Brandweek

FORD FIESTA GENERATES pRE-lAuNcH Buzz


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VersaYarisFitAveoFiesta

JULJUNMAYAPRMARFEBJANDECNOVOCTSEPTAUGJUL

Source: Compete

2009


THEDIGITAlmARKETINGImpAcT


According to Forrester Research, marketers will continue to shift marketing dollars away from traditional media and into the digital domain. By 2014, spending on interactive marketing will approach $55 billion and represent 21% of all marketing dollars. Different organizations will make this shift at their own paces—some sooner, some later—depending on a range of factors, such as goals, strategies, and returns on current traditional media efforts. So we asked our experts:

How will “digital” impact your marketing this year? what metrics and/or outcomes do you track

to make sure it is working according to plan?


Increase budget for interactive by shifting money away from traditional marketing

60%Increase budget for interactive with no budget change to traditional marketing

15%Increase budget for both interactive and traditional marketing

14%No plans to increase interacitve budget

7%Don’t know

8%

* 204 Marketers (multiple responses accepted)Source: Forrester: US Interactive Marketing Forcast Online Survey

HOw wIll YOu FuND INcREASES IN YOuR cOmpANY’S INTERAcTIvE mARKETING BuDGET*?


DENNIS: I think digital will be the first to build a holistic customer experience across the entire customer lifecycle. It is the only media/channel that can truly connect and move the customer along their journey, so I think it will, be a test bed for customer experience design. I would then expand to other channels creating a multi-channel experience design.

KAREN: As a part of the overall marketing mix, digital tools allow engagement, interaction, and advocacy like no other medium. Every program has different objectives and strategies, and therefore custom measurement metrics. One that is tough to measure, but important to triangulate diagnostically, is the “net promoter” intent among those consumers you touch—the likelihood they would recommend your product to others.

DAvID: Yelp doesn’t market per se. However, we are seeing tremendous growth in the use of our mobile platforms, such as iPhone, Droid, Blackberry, etc. We’ll plan to invest our development resources accordingly.

RIcHARD: Social media and community based content are providing excellent opportunities for more in-depth “storytelling” by brands. Inserting the brand organically into consumer conversations in a relevant and meaningful way should be a key objective for every organization.

mARc: Digital is increasingly becoming utilized to drive engagement, the value of which is easier or harder to measure depending on the industry and the nature of transactions. Therefore, we look to directly or indirectly assess a variety of metrics to determine the value of any given digital tactic.


purpose

benefits

connected

rationally

emotionally

Source: Marc Connor DCMO Presentation

disconnected

cONNEcTION IS KEY

Taking consumers from disconnected to committed requires both rational and emotional connections. By solidifying the rational connection with the brand benefits and building the emotional connection with the brand purpose, brands can create both forms of connections.

cONNEcTION IS KEY


KIRSTEN: We plan to use digital media to drive consumer response in terms of brand building. We are trying a lot of non-traditional at Bing. We go into our campaigns with the understanding that some aspects are experimental and may not provide the results we want. So when we set our plans, 90% of what we do will accomplish our goals. The other 10% we set aside to try new things. It is really important and I encourage other digital marketers to give themselves room to try new things. And, of course, measure!

JEFFREY: The biggest impact I see is the ability to market to individuals whenever and wherever they are through mobile marketing. Currently, it’s an emerging industry and thought to account for a little over 3% of marketing’s overall spend, approximately $4 billion in 2010 out of an overall market of $288 billion in the US. However, mobile is going to be one of the biggest media interaction tools for the consumer in the next couple of years. Data shows that mobile video ads perform close to 100 times better than browser-based video ads, allowing users to replay multiple clips, share with friends, and spread the video virally.

when we set our plans, 90% of what we do will accomplish our goals. The other 10% we set aside to try new things.


GROupON mAKES A BIG ImpAcT

Groupon is using digital to generate buzz and sharing among its users. Groupon.com attracts over 10 million visits per month with only a few hundred thousand of them coming from search and of those referrals, only a fraction came from paid clicks.

Breaking down the channels using the graphic to the right, it becomes even clearer: compared to other deals sites, Groupon is crushing it with email and social marketing, using deal hungry influencers to spread the word and get the consumption juices flowing.

GROupON mAKES A BIG ImpAcT


0%

5%

10%

15%

20%

Coupon & Bargain Search Groupon

EmailBlog TrafficSocial TrafficGeneral Portals & Search

Source: Compete


INNOvATIONSIN ONlINEBRANDING


In digital marketing, innovation isn’t a choice—you innovate or die. And you can’t just innovate once. What works today may not be effective tomorrow. To be successful, means studying the game-changers. Some mature brands such as Old Spice, Coca-Cola, Procter & Gamble, and Toyota are doing very innovative things. As Kirsten states, the technology may change but the fuel for effective marketing remains a good idea. That’s why we asked our experts:

what brands do you feel are at the forefront of integrating digital marketing and insights into their marketing? what are they doing right?


KIRSTEN: There are pockets of brilliance all around us; so many examples inspire me for very different reasons. For traditional CPG, I would recognize Old Spice. They have developed an extremely strong, engaging idea and executional asset in their “Smell like a man, man” campaign that is having a dramatic impact on their relevance and advocacy among their target. They are willing to take risk with their marketing—although it really isn’t risky as they know their target consumer so well by listening and engaging! Also, importantly, this isn’t a “digital” or “non-digital” idea, but an actual IDEA that can travel throughout all touch points in the marketing mix.

JEFFREY: There are a number of brands I admire from a personal perspective, based on the connections that I make with them as an enthusiast of their products and the connections that the brands make with me as a customer. I love brands like Cabela’s for their attention to the customer, the way they deliver great customer experiences, and the activities they promote.

I also admire more familiar brands, like Coca-Cola and Apple—people know who they are because the brands know who they are. They’ve delivered affinity and become iconic. Also, living in upstate New York I’ve come to really appreciate the Wegman’s supermarket chain, and Fresh Direct, an online grocer out of New York. They’ve both done an exceptional job enhancing their bonds with customers.

DAvID: I really like some of the recent Toyota programs. Their “Swagger Wagon” campaign is current, funny, and creates great connections to their brand, especially given all that Toyota has gone through this year. I like the way that they used digital video, banners, etc. to create a buzz about the brand. And that they created unique content—the swagger wagon rap—for digital that probably would not have gone over well in other media.


KIRSTEN: I love the Toyota “Swagger Wagon” campaign. I can see it creating a real connection with the target audience given that it is so relevant. Also, you can tell that they really thought through the entire holistic campaign and not just how to create a funny, viral video. They created a family of videos and extensions of the campaign that are all so well executed, from banner ads to print.

mARc: Kraft continues to excel with utilizing consumer insights and technology innovation, most recently with their iPad App. Old Spice has developed a masterful campaign and rigorous pursuit of digital innovation has driven conversation online and off. Red Bull is an incredibly savvy marketer and that proficiency is demonstrated through their growing digital brand presence and experiences.

DENNIS: I have always admired Nike from an online brand/product and social integration standpoint. I think they have done a great job integrating their customer product engagement and social dialogue into their brand. I also think Apple does a great job leveraging digital content, web, and their retail into a multi-channel experience.

KAREN: I would also cite Nike. They have developed a suite of tools, services, and products that facilitate deeper consumer experiences with their products, fostering loyalty, passion, and advocacy.

RIcHARD: Best Buy, Nike, Pepsi, Ford, Procter & Gamble, all these companies are focusing on “ideas” and “transformation” first, a much broader perspective than just media or advertising.

The previous pages are filled with wisdom that you can use as you plan and execute your digital marketing programs. Here are five key findings that you should keep in your mind, scribble on your palm, and raise at your next strategy meeting.

• RElY ON THE 90/10 RulE. Approximately 90% of what you do should be designed to accomplish your goals and objectives; the other 10% should be set aside for experimentation.

• BE DATA-DRIvEN AND MEASuRE. It is critical to not only collect data but to put it to strategic use to enhance your online brand building efforts. Solid data can help you create more meaningful and personalized relationships with consumers. Measuring results and impact has always been important and digital tools can help you do it even more efficiently. By understanding what is working and how well, you can optimize your marketing to be as effective as possible.

FIvE KEY FINDINGS

• POWER SHIFT. Marketers must understand that they are no longer in complete control of their brand. At minimum, they have shared control with their consumers, and in some cases, consumers are clearly in charge. Marketers need to use the digital tools at their disposal to harness the power that consumers wield, and use it to target and engage them in promoting the brand.

• BE EMOTIONAl. Rational connections do not lead to lifelong customers. You need to develop emotional connections, moving people past the intellectual reasons for purchasing your products and services and creating a more lasting bond between consumer and brand.

• WATCH OuT. You can learn a lot by watching what others are doing. With technology changing and advancing so quickly, see who has good ideas and who is just using technology for technology’s sake. Emulate what works and learn from others’ mistakes.

final word? Maybe to this book, but not to “The Big Brand Theory” and not to brand building or digital marketing. Those chapters are still being written—by all of us, every day. What the future holds is anyone’s guess but this much is true: the future is in our

hands. The words of wisdom contained in this little book show you the range of opinion of some of our field’s superstar practitioners. They agree on some issues but not on others.

So what should you do? Take it all in, see what seems right for your company based on your objectives, competitive situation, and budget. But talk to your customers as well. Initiate a dialogue with the people who buy your products or use your services. Then take it step by step and allow for some trial and error.

What’s important is that you understand the tools and the possibilities, and that you leverage every bit of data you can get your hands on about your customers in developing and delivering the optimal digital marketing experience.

As we’ve tried to demonstrate, both at the Digital CMO Summit and in this roundtable, digital marketing is a dialogue, one we want to continue with you.

Stephen DiMarcoChief Marketing OfficerCompete


ROuNDTABlEBIOGRApHIES


mARc cONNORGroup Director, Strategic Planning, Bridge Worldwide

Marc is responsible for leading digital and relationship marketing strategy for several of Bridge Worldwide’s clients, including Procter & Gamble, ConAgra, and Red Bull. In this capacity, he marries the agency’s philosophy of “Marketing with Meaning” and the latest consumer trends and technology to create breakthrough consumer experiences that drive business results. Some recent successes include the Healthy Choice “Working Lunch” that capitalized on the insight that “lunchtime is the new primetime” and the Prilosec OTC “Official Sponsor of You” program that harnesses the energy of people power to foster brand affinity and advocacy. Prior to joining Bridge Worldwide, Marc worked with Pure Digital Technologies to bring their game-changing, innovative Flip camcorder to market.

STEpHEN DImARcOChief Marketing Officer, Compete

Stephen oversees marketing, product management and channel partnerships for Compete. Previously, he was a co-founder of the web strategy and development firm ZEFER and also directed business development for FX/Fox Cable, the cable programming subsidiary of News Corp. Prior to this, Stephen managed consumer advertising campaigns for Comedy Central and helped launch Nine Inch Nails while Director of Operations at TVT Records. He holds a BS from Georgetown University and an MBA from Harvard Business School.


DAvID FENNDirector of National Accounts, Yelp

Dave joined Yelp in November 2007 and is responsible for directing both national and mid-market sales teams. Before joining Yelp, Dave was vice president of business development at Simply Hired, a vertical search engine for jobs. Prior to Simply Hired, Dave was with Yahoo! and held both direct sales and sales management positions. Prior to Yahoo!, Dave was a partner at The Baxley Group, a provider of outsourced sales and marketing services. Before that, Dave held a number of sales and business development roles at NewChannel, Inacom, Datalex, and Granite.

RIcHARD FIElDING,Chief Client Officer, Kantar Media North America

Richard oversees the development and promotion of new services and core products to benefit existing clients and driving new client acquisition. Most recently, Richard was vice president of Starcom MediaVest Group – USA and director of its Global Research Group, where he was responsible for developing and deploying core agency consumer insight-based tools for the agency’s network, as well as supplying global client research support, local agency research group oversight and managing global vendor relationships. He previously served as vice president and director of the Insights & Analytics Group for Starcom Worldwide, and began his career with the company in Hong Kong as their Asian regional research director. Richard also served as a media consultant for AC Nielsen in Indonesia and as a research director for the company in Malaysia.


DENNIS HAuGANSenior Director of Digital Marketing Strategy, T-Mobile USA

Dennis has translated his vision into multi-year digital strategies for marketing, product development, sales, and care over the last 12 years. He’s held responsibilities for B2C, B2B, e-commerce, self service, customer marketing, online advertising, paid search, SEO, and social marketing. Most recently, Dennis concepted and launched T-Mobile Studio™, an interactive destination for wireless phone personalization. He has helped move McCaw Cellular, AT&T Wireless, and T-Mobile USA to leadership positions in many brand, e-commerce, and self -service areas. His focus is on digital content optimization and aggregation across digital ecosystems, the customer life cycle, and multiple channels. Dennis is a frequent guest speaker on digital content integration and has a case study published in Larry Weber’s latest marketing-to-the-social-web book, Sticks and Stones.

JEFFREY w. HAYzlETTBestselling Author, Change Agent, Digital Thought Leader, & Cowboy

Before resigning his position in mid-2010 to pursue a career in television, Jeffrey had been responsible for the Eastman Kodak’s worldwide marketing operations, including the design and implementation of all marketing strategies, investments, policies, and processes. He led the company’s efforts for strategy and planning, marketing programs, marketing network operations, brand development and management, business development, and corporate sponsorships. He was also responsible for the company’s corporate communications, public relations, and public affairs organizations. He is the author of The Mirror Test: Is Your Business Really Breathing?


KAREN ScHlOSSERAssociate Marketing Director, OTC Healthcare, Procter & Gamble

At P&G, Karen leads both the Prilosec OTC and Pepto-Bismol businesses, which includes defining and delivering the brands’ short and long-term business and marketing strategies and goals. She also leads and champions digital marketing breakthrough via scale, platform innovation, and learning across all health care brands. Since joining P&G in 1998, Karen has held a wide variety of traditional and non-traditional marketing roles, including marketing Folgers and Millstone coffees to both consumers and B2B, and helping to build the targeted marketing platforms to fuel the beginnings of interactive marketing at P&G. Before joining P&G, Karen was an IT consultant with Ernst & Young, where she developed a healthy appreciation for the power of technology to enable business growth.

KIRSTEN wARDDirector of Digital Advertising, Microsoft Corporation

Kirsten oversees digital advertising strategy for Bing and MSN, including the launch of broad digital campaigns for the introduction of Bing and a revamped MSN in the last year. The Bing marketing campaign has received a number of honors since its launch in May 2009, including the 2010 ARF David Ogilvy Award for Excellence in Advertising Research, OMMA 2009 Award for Online Advertising Creativity, and Ad Age 2009 Best New Brand Award.

Since joining Microsoft in 2001, Kirsten has held a variety of product management and marketing roles in the Server & Tools and Online Services divisions. Her marketing experience spans traditional and digital advertising, engagement marketing, branding and public relations. Prior to Microsoft, Kirsten held various product management and management consulting positions in the Pacific Northwest.


Compete, a Kantar Media company, helps the world’s top brands improve their marketing based on the online behavior of millions of consumers. Leading advertisers, agencies and publishers rely on Compete’s products and services to create engaging online experiences and highly profitable advertising campaigns. Compete’s online panel-the largest in the industry-makes the web as ingrained in marketing as it is in people’s lives. Compete is located in Boston, MA, with offices throughout the U.S. For more information, please visit www.compete.com.

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the big brand theory

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