Transcript of "Starcom MediaVest Group, Supermarket UK: A Very Social Christmas"
Supermarket UK: A Very Social Christmas
The battle for attention at Christmas hasreached epic proportions• In a severe economic downturn, the pressure upon supermarkets this Christmas to compete with each other over customers is huge.• Last year the top six supermarkets spent over £69m on media support for their Christmas campaigns – with similar levels indicated for this year. 25,000,000 20,000,000 15,000,000 £ Door Drops 10,000,000 Direct Mail Internet 5,000,000 Radio Outdoor 0 TV Source: AdDynamix 1
But the key battle grounds are increasingly social spacesNo. of channel views / fans / followers 600,000 500,000 400,000 300,000 200,000 100,000 YouTube - total channel views 0 Twitter followers Asda Co-op Morrison’s Facebook fans Sainsbury’s Tesco Waitrose Source: Google, Facebook, Twitter, Dec ‘11 2
Theissue:the contest has been conductedwithout knowing what has beenworking or who is winning -what is the value of a fan? 3
We have benchmarked brand performance in social spacesSupermarkets are investing Tesco have acquired the most The Waitrose audience hassignificant sums into social Facebook fans through a grown more organically,marketing, but often without strategy of investing in attracted by rich video content –knowing if it will translate into expensive ‘reach blocks’ (owning are those consumers more loyal?sales every ad slot on the Facebook newsfeed page for the day) – but will they be able to keep this large audience engaged? Starcom MediaVest Group’s The SMBI demonstrates that Social Media Behaviour Index Waitrose is more successful at (SMBI) is the first significant, engaging people on their robust quantitative study to social sites and that these benchmark brand performance consumers are more likely to in the social space and answer convert into shoppers and those questions. advocates than visitors to any other supermarket page. 4
on the opportunity a brandhas to increase brandactions through socialmedia engagement 7
As SMBI takes account of on the differing factors, it many opportunity a brand is never seen as a positive or to increase rather as a has negative, brand bespoke measure of the strength of relationship actions through social between content and its influence on consumer media engagementbehaviour. So the higher the SMBI score the more opportunities have been identified to improveinfluence and lower the score, the less opportunity because the brand is already doing well here. 8
People who are active on a SupermarketFacebook page are 2x more likely to shop therethis Christmas than those who just view a page SMBI across all Shop at store this supermarket Christmas brands 43% 87%
That’s even more trueon YouTube SMBI across all Shop at store this supermarket Christmas brands 36% 89%
Any twitter engagement is astrong sign of brand commitment Likely to: Shop at store this Christmas Follow 92% Tweet about 93%
At Christmas the value of a supermarket socialaction is greater than the retail category norm Likely to do a social media action + a brand action Likely to visit only + do a brand action Supermarkets at Christmas 43% 87% 200 Retailers 43% 82% 191 Likely to do a social media action + a brand action Likely to visit only + do a brand action
SMBI – a measure of opportunity:The higher the SMBI score, the greater the opportunity to increasebrand action through social media engagement Likely to : Shop here this Christmas (Brand Action) Visit only 30% 32% 35% 38% 42% 59% Do a social media 87% 76% 84% 85% 83% 92% action Waitrose has a low SMBI, indicating that site visitors are already highly engaged – the brand is currently performing the best on the social media engagement scale 16
The effect of active involvement onrecommendation is even more stronglypronounced Likely to : Recommend the brand (Brand Action) Visit only 7% 7% 7% 10% 17% 17% Do a social media 81% 73% 65% 71% 79% 72% action Waitrose do have a huge opportunity to increase brand advocacy – and site visits alone won’t achieve that without further engagement 17
The brand social action table AverageLikely to:Play a game 39% 40% 44% 37% 38% 34% 39%Enter a competition 61% 54% 59% 61% 56% 54% 58%Watch a/another video 59% 36% 49% 50% 41% 52% 48%Post a positive 45% 38% 48% 50% 44% 52% 46%commentShare page 35% 28% 41% 35% 34% 42% 36%Follow on Twitter 16% 10% 18% 14% 23% 31% 19%Post a tweet on Twitter 13% 7% 16% 10% 21% 24% 15%Average 38% 30% 39% 37% 38% 41% 37% Waitrose visitors are most likely to take a further social action 18
Waitrose’s strong page engagement: contentthat makes consumers think and feel Overall Ranking 60% 53% 47% 46% 45% 42% 19
Waitrose’s strong Co-op, 1%Facebook page is most Morrisons, 3%likely to poach from M&STescos 4% ASDA, 9%Of those who said that they would bemore likely to shop at Waitrose after Sainsbury’s,visiting their page, only half already 10% Waitrose, 52%showed a preference for Waitrose.48% had a different preference beforeinteracting with the Waitrose page. Tesco, 18% % Supermarket preference before interacting with Waitrose Facebook Page 20
How Waitrose getsit right1. Extensive use of video, with quality, engaging content – easy to share2. A conversation – not a broadcast. Prominent and responsive ‘Ask our Experts’ section.3. Helpful tools and advice - like the interactive planner for the perfect festive feast – ‘sticky’ content that encourages return visits 21
Supermarkets must include social media in Waitrose is the most successful at engagingtheir marketing mix if they are to gain people on their social sites and convertingattention this Christmas social visitors into shoppersPeople who are active on a Supermarket The success of Waitrose social marketing isFacebook page are 2x more likely to shop most likely to poach from Tesco. Sainsbury’sat that store this Christmas than those who and ASDA should also be targets.just view the pageOf the major platforms twitter activityconverts best to shopping intentionThe key to social media marketing success is Quality content will ensure the site is ‘sticky’ –in driving behaviour – actions are proven to visitors return – and they share the contenthave a significantly greater effect on within their networks. Most importantly it willintention to shop than liking, visiting or encourage deeper actions, proven to drivefandom alone brand preference and intention to shop.Site content needs to be engaging usinginteractivity and quality video content. Itneeds to be relevant and useful and engageconsumers in a two-way conversation.Content should also be ‘portable’ i.e. Easy topass on. 22
About Starcom MediaVestGroup and Supermarket UKSupermarket UK is an industry-wide series of studies into the changing values and behaviours ofshoppers to the big six supermarkets – Tesco, ASDA, Waitrose, Sainsbury’s, Morrisons and Co-Op. It will investigate the effect of societal changes - including the economy, new technologiesand social media - on supermarket consumer behaviour, and examine trends for the future. Thisreport is the second in a series - a third phase of research will be released in Q1 and willculminate in a full report to be published later in 2012.Starcom MediaVest Group (SMG) is a global leader in communications strategy, media buyingand management, response media, internet and digital communications. SMG operates twoseparate agencies under the group banner –MediaVest and Starcom– each built around adistinct focus and expertise set, representing global brands such as Proctor & Gamble,Samsung and Honda.SMG is part of Publicis Groupe, the world’s second largest media counsel and buying group,the world’s third largest communications group and a the world’s leading supplier of mediaservices to FMCG brands.We can help plan, design, activate and measure your social media and integrated campaigns.Get in touch to discover your brand’s SMBI. 23
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