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Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
Gage e strategy
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Gage e strategy
Gage e strategy
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Gage e strategy
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Gage e strategy

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Overview of Gage e-Marketing Strategy and Consulting offering, including approach and a few examples.

Overview of Gage e-Marketing Strategy and Consulting offering, including approach and a few examples.

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  • Hold questions for happy hour and/or twitter
  • Current Business (quick overview of current EM work)New Concepts/Technologies (w/ focus on ways for Agency to capitalize)Current Opportunities (new business)Next Steps (agency initiatives)
  • Social is just one of many “new” forms of marketing for which ROI calculation is a challenge. Prioritizing investments is the real reason why social media ROI is so often demanded whereas more-established marketing investments are not held to the same standard.
  • Current Business (quick overview of current EM work)New Concepts/Technologies (w/ focus on ways for Agency to capitalize)Current Opportunities (new business)Next Steps (agency initiatives)
  • Current Business (quick overview of current EM work)New Concepts/Technologies (w/ focus on ways for Agency to capitalize)Current Opportunities (new business)Next Steps (agency initiatives)
  • ScreenshotsVerticalsAudiencesCompetenciesTactics usedAnswers:The business case/problem analysis we addressedThe strategy we created and deployedThe measurements/analytics we usedThe results we achieved
  • Budgeting / Prioritization process resulted in funding of these highest-value initiatives for H1:Social Content PlaybookSocial WidgetsDashboard DesignSocial Activation for PartnersFacebook: “Ask A Partner” ApplicationFacebook: Promotion (Customer)Facebook: Promotion (Partner)Facebook: Custom UX implementationSocial Advocacy Platform Dashboard Design
  • Social Content PlaybookSocial WidgetsDashboard DesignSocial Activation for PartnersFacebook: “Ask A Partner” ApplicationFacebook: Promotion (Customer)Facebook: Promotion (Partner)Facebook: Custom UX implementationSocial Advocacy Platform Dashboard DesignDemand Generation / Awareness Building
  • ScreenshotsVerticalsAudiencesCompetenciesTactics usedAnswers:The business case/problem analysis we addressedThe strategy we created and deployedThe measurements/analytics we usedThe results we achieved
  • My.lawson.com
  • Illustrating the various commonmetrics and how they tend to fit into the high level categories illustrated on previous slide.
  • Illustrating the various commonmetrics and how they tend to fit into the high level categories illustrated on previous slide.
  • Transcript

    • 1. Strategy & Consulting
    • 2. Agenda1 Intro to Gage 5 minutes Slide 32 Approach to Strategy 15 minutes Slide 5 (w/ examples from case studies)3 Case studies Appendix Slide 10 1. Microsoft SMB Slide 11 2. Microsoft Retail Service Professional (RSP) Slide 20 Community 3. Lawson Software Slide 27 4. 3M Visual Attention Service Slide 45 5. 3M HIS Slide 60 6. 3M ESPE Slide 69
    • 3. Introduction
    • 4. Marketing Solutions that Drive Behavior• Formed in 1992• Minneapolis, Los Angeles, Redmond• Ad Age / Interactive Rank: #35• Promo / Promotion Rank: #37• Blending of technology and marketing for world’s most respected brands• Promotional – Sweeps, games, contests, POP, legal• Digital – Mobile, web, media, social, dashboards• Relationship – CRM, incentive & loyalty programs, DR• Fortune 500 client base
    • 5. = Driven/Owned by Emerging media Social DM = Significantly affected by Emerging media Mobile Email Voice Marketing Mobile Email SMS SMS + MMS IM IM IM IM Email Email Email Email Direct Mail Direct Mail Direct Mail Direct MailDirect Mail Telephone Telephone Telephone TelephoneTelephone<1990 1990s 1999 2000s 2010TV TV TV TV TVRadio Radio Radio Radio RadioPrint Print Print Print PrintDisplay Display Display Display Display Website Cable TV Website Website Search Website Search Search Online Display Search Online Display Online Display Paid Search Online Display Paid Search Paid Search Landing Pages Landing Pages Landing Pages Microsites Microsites Microsites Online Video Online Video Online Video Affiliate Marketing Webinars Affiliate Marketing Webinars Affiliate Marketing Webinars Blogs Blogs RSS RSS Podcasts Contextual Podcasts Wikis Contextual Social Networks Wikis Mobile Web Social Networks Behavioral Marketing continues to get more complex. Mobile Web Social Media & Ads Virtual Worlds The need to focus efforts on mastering and Widgets incorporating new approaches to Twitter maximize effectiveness is clear. Mobile Apps & Geolocation
    • 6. Gage Social Media Ecosystem + Select Clients Strategy & Consulting Services Software Integration Custom Development Media• SM Outpost strategy • SM Promotions (Wildfire) • Custom Loyalty / • Cross-channel and management • eCommerce Sweepstakes, Contests, campaign design• Social CRM - (BazaarVoice) Promotions, Training, and execution Monitoring Community • Social Media • B2B CRM (Salesforce) , Measurement, Engag • Custom Facebook Advertising • Loyalty and Community ement Applications: • Twitter building (Pluck, Lithium)• Thought Leadership • Photo/Video Contests (Tweets/handles/ • Content Curation Marketing • Localization hashtags) (Magnify, Curation• Event Marketing Station) • Facebook OpenGraph • Facebook (microblogging, video API integration (DirectServe, • Collaborative and cross- capture / PPL model, others) channel marketing • Dynamic live/social publishing, SlideShare) • LinkedIn (Spredfast, Sprinklr) content display widgets• SEO media asset (InMail, Display • Monitoring / Social CRM • Social Media-technology development, publishi ads) (Radian6, Visible mashups (Crimson ng, tagging • YouTube Technologies) Hexagon, Google/Bing• Social Media Identity Maps, etc) • …More • Viral tracking / Earned Protection Media Measurement • Mobile Applications• SM Analytics / (Meteor) Development Dashboards • Profiling / Retargeting / • WAP site enablement• Legal Services Advocacy modeling (Campaign (Rapleaf, Flowtown) design, Rules, Terms & conditions)
    • 7. Approach
    • 8. Method • Define goals and objectives • Understand target audiences & customers • Analyze competitors • Conduct gap analysis and gap-filling research • Confirm goals and objectives • Define initial go to market approach • Define and prioritize tactics, timing • Define measurement planGage Confidential. All Rights Reserved. 8
    • 9. Equation Market Practice Client-side research Strategic Experience, discovery audit Plan Knowledge (Social)Goals, culture, or Find and analyze Capitalize on Goal-drivenganization to relevant conversations Gage’s experience strategic plan:assess social with available 1. Goals 1. Size opportunityreadiness / tools, technologies,maturity 2. Know where and to tactics and 2. Measurement whom to play combine with Plan1. People (audiences, conver client’s insights 3. Prioritized2. Process sations) Initiatives3. Technology 4. Timelines 3. Know how to play (channels, convers 5. Budgets ations, tactics) 9 Gage Confidential. All Rights Reserved.
    • 10. Case Studies
    • 11. Microsoft SMB
    • 12. Business Case, Strategy• Microsoft SMB had a meager social media presence among its reseller partners and SMB customers; leadership knew social media had greater potential but did not know how to pursue realizing that potential• Gage developed a strategic plan to build a “social media engine” to be integrated into Microsoft SMB’s current marketing practice – Marketing Asset/Practice Audit – Gap-Filling Research – Strategic Plan• Purpose: Create an achievable vision to make optimal use of social media to accomplish business goals SMB Facebook page popularity prior to engagement vs. peers: November 2010
    • 13. 3 Deployment AreasPartner Enablement Customer Engagement – Social Widgets – Ask An Expert – Social Activation for Partners – Facebook: Buddy Media Landing (for FY12) Page – Facebook: “Be The Expert” – Social Advocacy Platform Application – Facebook: Promotion (Partner) – Facebook: Buddy Media Organization & Structure Landing Page – Sprinklr SMMP – Facebook: Buddy Media (publishing, analytics, identify Syndication & target influencers) – Social Advocacy Platform – Branding – Social Content Playbook – Reporting
    • 14. Time Demand Generation (Partner + Customer) 0 Social syndication Facebook Facebook Custom UX Facebook Be the Expert (Partner + Customer) Ask A Partner Conversion Users take desired action Usually occurs on hub Feedback Loop Social Advocacy Platform100 n Awareness = Prospect is aware of and/or knowledgeable about product / service n Engagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchange n Conversion = Prospect takes an action known to drive sales n Advocacy = Customer or influencer takes an action in support or recommendation of product / service
    • 15. Screenshots
    • 16. Conversion measurements/analytics usedfor Microsoft SMBPartners CustomersOn a campaign and ongoing basis, Key measurable activities:Microsoft SMB currently consistently Go to MS store and buy*measures: Go to PinPoint and find a partner Downloads Complete a lead form Click-throughs to target content Customer reach (through Partners)
    • 17. Competitor Benchmark Examples,SMB Before/After Intuit SAP Oracle SMB SMB (Pre) (Post)Social Media Integrated w/ Website 9 8 6 2 2Brand Integrated Across Social Nets 8 7 3 1 5Clear Purpose for Each Social Media 7 6 6 1 5PresenceSocial Customer Service/Support 7 8 6 1 2Consistent Content Distributed/Posted 6 8 7 2 6Social Media Reach (fans, followers, etc.) 6 6 5 1 4Easy to Navigate User Experiences 7 6 4 1 4Use of Promotions in Social Media 7 2 2 1 4ROI Tracking / Measurement N/A N/A N/A N/A N/AColor and Number indicate both a general assessment (color) and specific (number):Green Excellent (7-10)Yellow Neutral (4-6)Red Poor (1-3)
    • 18. SMB Social MediaOffice 365 is example of campaigns being promoted acrossSMB SM Channels:• Facebook SMB 7 posts – 2 types (product, cloud)• Facebook Marketing Mashup 1 post – Office 365 Intro• Twitter SMB 5 tweets – 2 types (product, cloud)• Twitter Cindy Bates 4 tweets – 2 types (product, cloud)• Youtube SMB FOYB video added which incorporates Office 365.• LinkedIn Microsoft Office 365 product page created and promoted as feature product on summary page.• Business Insights SMB Newsletter Mentions: introducing, product beta invite, learn more and case study• Cindy’s Blog Two posts – 2 types (product, cloud)
    • 19. Verticals, Audiences, Competencies & TacticsVertical Industries Consumer/Retail; TechnologyAudience Groups Small and Mid-Sized Business Owners; Developers and IT Professionals; Enterprise Business Decision MakersCompetencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definition; Social AdvertisingTactics Used Blogs, Microblogs; Social Networking Sites; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing
    • 20. Microsoft ExpertZone
    • 21. Business case/problem analysis addressed• ExpertZone is a training, education, rewards, advocacy, and community platform for Retail Service Professionals (RSPs) selling Microsoft products: Windows, Office, Xbox, Zune, and Hardware. ExpertZone is an exclusive community available only to current retail service professionals (RSPs). ExpertZone is available in 34 countries worldwide.• ExpertZone selected Gage to help them reach RSPs and deliver the following specific ongoing benefits: • Awareness: Make more RSPs aware of ExpertZone • Engagement: Drive new RSPs to register and existing registered RSPs to revisit • Conversion: Drive new RSP registrations, RSP visits, course completions • Advocacy: Encourage RSPs to share their positive associations with ExpertZone to their social networks
    • 22. Strategy created and deployed• Develop and manage conversation on branded social media channels and community forum in primary social networks: – Daily Branded Social Media Channel Management – US Forum Moderation – Global Reporting – 5 countries (US, UK, CA, AU, NZ)• Drive additional insights and visits: – Customer Advocacy Platform Pilot – Social Advocacy Modeling and Influencer Outreach – Expanded Social Network Advertising – Facebook Welcome Pages – Integrating EZ Site Content into SM Channels (Facebook App)
    • 23. Gage Confidential. All Rights Reserved. Screenshots – Branded outposts Live in 6 countries, including the U.S. Outpost – Twitter (UK) Community website hub Outpost – Facebook (UK)
    • 24. ExpertZone: Community Hub • Website includes features like user-generated content capture + syndication, ties to social media platforms, forums, groups, etc. • Seeks to maximize marketing value of community and individual RSP members.Gage Confidential. All Rights Reserved.
    • 25. ExpertZone: Community Hub Community-Building Hub Features / Functionality (selected examples) Users can form affinity groups around interests Users can see / connect with other users in their network User content is customized based on personal attributes Outposts integrated into UXGage Confidential. All Rights Reserved.
    • 26. Verticals, Audiences, Competencies & TacticsVertical Industries Consumer/Retail; Phone/Mobile; TechnologyAudience Groups Students 16-24 years old; Young Male Tech enthusiasts 18-24 yrs oldCompetencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definition; Social AdvertisingTactics Used Blogs, Microblogs; Forums; Social Networking Sites; Wiki / Collaboration Software; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing
    • 27. Lawson Software
    • 28. Business Case• Lawson HCM is one of several Lawson divisions exploring social media marketing.• Lawson HCM’s inbound marketing operation was focused on the following activities: – Conducting Online Webinars, Demos – Whitepaper and Case Study publishing – Search and SEM – PPC – Email – Executive Blog
    • 29. Business Case• Lawson suffered from a lack of name recognition (awareness) in comparison to ERP competitors - and sometimes was excluded from consideration for this reason.• Lawson HCM marketing management believed social media offered a major unrealized opportunity to build awareness and fill the top of the sales lead funnel, areas for which their current marketing activities were less effective.• Lawson HCM engaged Gage to help understand the potential of social media to build awareness and fill the top of the sales funnel, as well as improve Lawson’s name recognition in the marketplace.
    • 30. Strategy• Gage developed a strategic plan to integrate social media into Lawson HCM’s current B2B inbound marketing practice. It included detail on how to leverage Social Media and Community to increase awareness, engagement and conversion and advocacy among HCM prospects and customers. The overarching purpose is to create a holistic, achievable vision for Lawson HCM that makes optimal use of social media to accomplish business goals.
    • 31. ScreenshotsSlides that follow are slides from presentation versionof final strategy deliverable.
    • 32. Research Findings – Social Media AuditNon-branded topical community size• From March 11- April 11, 2011, Gage located about 52,000 posts that were directly relevant to HCM. Content was extremely varied: brands were active in publishing messages, consultants and industry experts were providing commentary, job postings were frequent, and customers/users were participating as well. Target audience presence and participation• HCM customers and/or users = Core target audience• Of the 52,000 posts found, 2.1% were authored by HCM customers/users. This level of participation is not unusual for B2B industries - typical observed participation rates are 2-6%. Even at 2.1% participation however, the numbers add up quickly. Current average volume is 36.4 posts per day, 1,092 posts per month, and 31,104 customer/user posts per year.
    • 33. Customer/User posts in the Pre & PostPurchase Process• A majority of posts by customers/users were people sharing their opinions and or experiences, and were not indicating activity in the purchase process (62%). Of those that did indicate they were in the purchase process, the biggest percentage of people was posting with customer service issues/questions. These people made up 25% of total customers/user posts.
    • 34. Customer posts discussing Systems(EMSS, HRMS, HCM, and HRIS)• For customer posts discussing “systems” (EMSS, HRMS, HCM, and HRIS), almost all posts were use-experience sharing and informational, and/or technical customer service posts. Few customers/users could be characterized as being “at the top of the funnel” - all either customer service-oriented or experience-sharing.
    • 35. Research Findings – Social AuditDirect Opportunity• ~36 times per day, Lawson HCM has a immediate engagement opportunity – engage directly to build awareness, drive engagement, increase likelihood of advocacy, push to inbound lead mechanismsIndirect Opportunity• Target audience far more likely to passively consume than to actively participate: – 5% of HCM professionals post original content to blogs and websites or post ratings or reviews or comment in blogs and forums on a daily basis* – 60%-90% of HR professionals read, watch, and listen to social media content on any given day*• Findings suggest that Lawson HCM has an opportunity to reach and influence 470-690 customer/users per day. *Source: http://www.birkman.com/news/BMI_WP_SocialMedia2.pdf
    • 36. Research Findings – Social Audit Original Audience/Day - Low Estimate 36.4 Average number of posts found per day by customer/users of HCM (Active) 5% % of customer/users of HCM who post daily* 728 Average number of HCM Professionals online at any given time per day (36.4/5%) 60% % of HCM Professionals who read, listen, or watch content online daily* 436.8 Average number of HCM Professionals who read, listen, or watch content online daily (Passive) 473.2 Average Daily Audience of HCM Professionals for social media content Original Audience/Day - High Estimate 36.4 Average number of posts found per day by customer/users of HCM (Active) 5% % of customer/users of HCM who post daily* 728.0 Average number of HCM Professionals online per day (36.4/5%) 90% % of HCM Professionals who read, listen, or watch content online daily, weekly, or at least 2x month* 655.2 Average number of HCM Professionals who read, listen, or watch content online daily (Passive) 691.6 Average Daily Audience of HCM Professionals for social media content*Source: Birkman, Human Resources 2.0: How HR Professionals and HR Consultants Use Social Media and Web 2.0 Technologies
    • 37. Research Findings – Social AuditIndirect Opportunity• That which is viewed by initial audiences is also viewed - and sometimes shared – out to social networks.• Because of this characteristic plus low-cost/focused advertising options in social media, Lawson HCM can expect to generate aggregate of 60,000 and 88,000 paid, owned and earned brand impressions to target audience in social media per day.• It should also be noted that social media usage is still growing exponentially, so these numbers will rise organically over time.
    • 38. Research Findings – Social Audit Projected Social Network Viewing/Sharing Impact for Lawson HCM (Benefit: Impressions build Awareness) Target Audience Ad/Network Impressions Impressions Low High Low HighInitial Target Audience Impressions 473 691 60,544 88,448 # of shares 70.95 103.65 9,082 13,267 (15% round 1 share rate) # of shares 4.257 6.219 545 796 6% share rate (round 1 or 40% round 1) # of shares 0.08514 0.12438 11 16 2% share rate (round 1 or 40% round 2) # of shares 0.0008514 0.0012438 0 0 1% share rate (round 1 or 40% round 3) 548 801 70,182 102,527 total per-day impressions @ 15% share 61,100 89,260 total per-day impressions @ 6% share 60,555 88,464 total per-day impressions @ 2% share 60,544 88,448 total per-day impressions @ 1% share
    • 39. Social Media: Lead Projection Ratios to Ratio of Ratio of How customers experience brand conversion event qualified lead conversion event communities online to a qualified lead to saleTime (examples) 0 Awareness (2500:1) Engagement (150:1) Conversion event (1:1) (15:1) (5:1) Users take a desired Gage Confidential. All Rights Reserved. action known to drive business outcomes: buy online, live chat, register for CRM channel, Advocacy Feedback Loop download, visit specified content, etc. Advocacy 2.5:1100 n Awareness = Prospect is aware of and/or knowledgeable about product / service n Engagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchange n Conversion = Prospect takes an action known to drive sales n Advocacy = Customer or influencer takes an action in support or recommendation of product / service 39
    • 40. Social Media: Lead Projection Lawson HCM Social Media: Lead Generation Potential: Monthly/Annual Low HighAwareness Events/Month(2500:1) 60,544 88,448Engagement Events/Month(150:1) 3632.64 5306.88Advocacy Events/Month (2.5:1) 60.544 88.448Conversion Events/Month (1:1) 24.2176 35.3792 Gage Confidential. All Rights Reserved.Qualified Leads Generated/Month(1:15 Conversion Events) 1.614506667 2.358613333Sales/Month(1:5 Qualified Leads) 0.322901333 0.471722667Sales Value/Month($1M Avg. Sale Value x Sales) $322,901 $471,723Sales Value/Annual($1M Avg. Sale Value x Sales x 12) $3,874,816 $5,660,672Based on interviews with OppSource personnel conducted June 2011. 40
    • 41. Practice Investment Recommendations = Foundational investments. Required to deliver other recommendations. 1 point = approximately $100,000. Value = Benefit-Cost. All cost/benefit/value estimates expressed in first year. Initiative Description Benefit Statement Benefit (Cost) ValueGoals & Goals, objectives, expectations and actions. Design Results culture is essential to success. - 0.50 N/AMeasurement reporting. Enable tracking to goals.Staffing - Handle daily publishing, monitoring, engagement, Necessary for branded channel build-out, social - 1.50 N/ACommunity measurement on all community properties. CRM, influencer mapping/campaigning, forum,Management event promotion, etc.Branded Establish branded SM channels. Develop content Varies by channel. See slide 48 for benefit. 4.75 0.40 4.35social Channel strategy, publishing & engagement guidelines.build-outSocial Media Interactive content for internal teams that Internal stakeholders know how to use social 4.25 0.30 1.85Playbooks explains how to use HCM social media in pursuit of media infrastructure for marketing. their marketing goalsSMMP Enables cross-channel publishing, monitoring, and Efficient management impossible with multiple 4.00 1.25 1.75 measurement. social media channels without use of an SMMP.Advocacy Pilot for 6 months and assess results. Takes painstakingly built relationships and puts 4.5 1.00 2.50Platform them directly to work building WOM benefit in the online places where it can make an immediate, material impact.Influencer Map influencers on matrix assessing reach and Most effective way to drive perception of 4.25 1.00 2.25Campaign sentiment. competitive advantage.Social CRM / Monitor/participate in pre-purchase conversations Observe and/or engage directly in ~36 social 4.00 .75 2.25Service and in non-branded community. conversations/day. Results will come withinSupport days of implementation and build w/expertise.Community Develop community platform strategy/roadmap to Identify, motivate, and empower online and 5 2.5 2.5Platform take full advantage of advocates, use social media social customers and users.(Hub) to broadcast activity and info from inside out.RoadmapTotal 30.75 (9.20) 21.55
    • 42. Measurement / Analytics Used• N/A – Strategic plan comprised the deliverable for this promotion. 42
    • 43. Results• N/A – Strategic plan comprised the deliverable for this promotion.
    • 44. Verticals, Audiences, Competencies & TacticsVertical Industries Technology; Healthcare; Government; FinancialAudience Groups Small and Mid-Sized Business Owners; Developers and IT Professionals; Enterprise Business Decision Makers; CIOsCompetencies Social Media Strategy and PlanningTactics Used Blogs, Microblogs; Forums; Social Networking Sites; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing; Wiki/Collaboration Software
    • 45. 3M Visual Attention Service
    • 46. Business Case• VAS is a brand-new automated eye-tracking analysis service which seeks to capture a share of the $8.6 billion dollar market research industry.• To succeed, VAS must reach a critical mass of sales with relatively low up-front marketing and promotional investment.• 3M VAS management engaged Gage to help understand the potential marketplace for this product and recommend marketing strategy and tactics, including social media.
    • 47. Strategy• Gage first developed an interactive strategy to drive a successful launch, resulting in management approval for greater investment to fully capitalize on the long term potential of the service.• Analysis and recommendations were the result of an analysis of 3M’s current marketing research findings, interviews with VAS management, review of current VAS website analytics, analysis of competitive services and marketing approaches, and analysis of online conversations relevant to this market and service.• Strategy identified four core audience targets and identified key messages and tactics for use in marketing to each segment.• Tactics were then employed in order of perceived likely ROI on a quarterly basis, with results review and directional approach for next quarter determined at close of each quarter.• Social media tactics employed include social advertising, branded social channels, audience-specific forums, blog.
    • 48. Screenshots
    • 49. Screenshots
    • 50. Screenshots
    • 51. Strategy• Example of subsequent quarterly tactical recommendations:
    • 52. Screenshots
    • 53. Screenshots
    • 54. Screenshots
    • 55. Measurement / Analytics Used• Gage assessed performance of branded channels and campaigns through a customized dashboard application which included reporting on the metrics shown on the next several slides
    • 56. Results
    • 57. Results
    • 58. Results
    • 59. Verticals, Audiences, Competencies & TacticsVertical Industries Consumer/Retail; TechnologyAudience Groups Young Male Tech enthusiasts 18-24 yrs old; Small and Mid-Sized Business OwnersCompetencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definition; Social AdvertisingTactics Used Blogs, Microblogs; Social Networking Sites; Social Widgets/Apps; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing
    • 60. 3M Health Information Systems
    • 61. Business case• In conjunction with the impending conversion to ICD-10, 3M HIS had an opportunity to market a holistic HIS solution to a C- level target audience• To be successful in selling this solution , 3M HIS had to: – Make the target audience aware that 3M HIS is more than a coding vendor – Convince the target audience it is worth their time to meet with an HIS CRE – Equip the HIS sales force with the knowledge and tools to transition from a product to consultative solution selling approach – Establish itself of a thought leader in the health system information arena• Phase 1 of Renaissance involves the marketing of autocoding and documentation to augment existing HIS coding products in preparation for ICD-10.
    • 62. Business caseChallenge:• Help 3M HIS salespeople deliver a dynamic message to the hospital C-suite (particularly the CFO) that compels the prospect to want to engage more fully with 3M HIS.• 3M HIS marketing team sought to incorporate social media into their plans to meet this challenge.Objectives:• Size current and future opportunity for 3M HIS in social media• Deliver immediate marketing value through social media marketing• Build owned social media marketing assets for both immediate benefit and long-term use• Collaborate with and train internal staff on management of social media assets, including ongoing performance measurement
    • 63. StrategyDelivered a plan to enable 3M HIS to:• Leverage Social Media to continuously increase awareness, engagement and loyalty among 3M HIS purchasers and constituent HIS users within health care organizations to accomplish marketing goals regarding promotion of 3M HIS “Renaissance” Application
    • 64. Screenshots (Plan deliverable)Delivered a plan to enable 3M HIS to:• Leverage Social Media to continuously increase awareness, engagement and loyalty among 3M HIS purchasers and constituent HIS users within health care organizations to accomplish marketing goals regarding promotion of 3M HIS “Renaissance” Application
    • 65. Screenshots (Plan deliverable)
    • 66. Measurement / Analytics• Plan only; not applicable
    • 67. Results• Plan only; not applicable
    • 68. Verticals, Audiences, Competencies & TacticsVertical Industries Technology; HealthcareAudience Groups Enterprise Business Decision Makers; CIOsCompetencies Social Media Strategy and PlanningTactics Used Forums; Social Networking Sites; Video and Photo Sharing (video development); Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Integration with other Marketing
    • 69. 3M ESPE:Filtek Ultra Product Launch
    • 70. Business Case• 3M ESPE marketing team engaged Gage to help announce and market Filtek Supreme Ultra Restorative, the replacement for Filtek Supreme Plus Restorative• Gage’s task was to help convince the target audience that Filtek Ultra retains everything they have come to love about Filtek Plus, yet offers them even more through advances in product development “Don’t lose a single customer”
    • 71. Strategy (continued) • To meet the challenge of … – Cutting through the clutter – Getting the targets attention – Not delivering a “me too” marketing solution – … Gage partnered with The Second City to interject comedy into our solution • A series of humorous videos were produced that – Explain product benefits… – …While entertaining and encouraging viewers to stay longer – …and tell their peers about the experience
    • 72. Sitewww.everyonehasashade.com
    • 73. VideosMicrosite:http://everyonehasashade.com/main/videos.html#/toothFairy01YouTube:http://www.youtube.com/user/3MESPEDental
    • 74. Twitter
    • 75. Metrics – Website • Site traffic reports (WebTrends) • Video starts • Video completes • Number of Referrals/Video Sharing • Number of Stay Informed signups • Clicks to “Contact your authorized 3M ESPE dental distributor” link
    • 76. Conversations
    • 77. Campaign results• Video cued at launch is receiving 98.5% video completes (watch entire video)• Sharing of Videos surpassing all other sharable content• Twitter followers for the Tooth Fairy and Charlie over 4,000 strong• Steady incline of unique visitors, pages viewed and length of session leading up to largest annual tradeshow (CDS) on Feb 27• Revenue growth of 13.2% surpassed goal of 10%• 12-month market share growth goal achieved in half the time (6 months)
    • 78. Verticals, Audiences, Competencies & TacticsVertical Industries HealthcareAudience Groups Small and Mid-Sized Business Owners; Enterprise Business Decision MakersCompetencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definitionTactics Used Blogs, Microblogs; Social Networking Sites; Video and Photo Sharing (video development); Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Integration with other Marketing
    • 79. For more information Chris McLaren Director, Emerging Media & Strategy Gage Marketing Group Phone: 763-595-3855 chris_mclaren@gage.com Twitter: @cmclaren1 79

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