THE BIGBRAND THEORYDigital insights from industry leaders.
THE BIGBRAND THEORYDigital insights from industry leaders.From the Digital CMO Summit 2010Presented by Compete
About the Digital CMO SummitThe Digital CMO Summit is an annual invitation-only event that bringsmarketing leaders together to discuss how the Internet and digital mediaare transforming their businesses. The intimate size of the summit, with itsformal sessions and informal activities, creates an unparalleled opportunityto 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 wassponsored by American Express Business Insights and 24/7 Real Media, Inc. For information on the 2011 Digital CMO Summit, please visit www.digitalcmosummit.com.
wElcOmE4 ......................Welcome from Stephen DiMarco, CMO, Compete6 ......................Roundtable Participants8 ......................Defining “The Big Brand Theory”16 ....................The Ever-Expanding Online Universe22 ....................Obstacles to Unlocking Digital Opportunities28 ....................The Digital Marketing Impact36 ....................Innovations in Online Branding42 ....................The Final Word44 ....................Roundtable Biographies
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 ourindustry, and I believe that leading brands—big brands—to be specific, areshowing us the way forward.I recently had the opportunity to interact with leaders from many of thesebrands in Miami at our client event, the 2010 Digital CMO Summit. Seniormarketers from brands such as Kodak, Alaska Airlines, T-Mobile, Microsoft,and Procter & Gamble shared how their companies are taking steps totransform online branding, digital measurement, and creative execution.
And since the dialogue went beyond theory to fundamental changesin practice, we wanted to share some insights to help you calibrateyour current position on this ever-evolving scale.To that end, we asked some of our distinguished speakers to respond toa few key questions about where we’re going and how we’re going to getthere. I am pleased to share their knowledge and insights with you.Stephen DiMarcoChief Marketing OfficerCompete
ROuNDTABlE pARTIcIpANTS mARc cONNOR STEpHEN DImARcO DAvID FENN RIcHARD FIElDING Group Director Strategic Chief Marketing Officer Director of National Accounts Chief Client Officer Planning Compete Yelp Kantar Media North America Bridge Worldwide6 THE BIG BRAND THEORY
DENNIS HAuGAN JEFFREY HAYzlETT KAREN ScHlOSSER KIRSTEN wARDSenior Director of Digital Bestselling Author, Associate Marketing Director Director of Digital AdvertisingMarketing Strategy Change Agent, OTC Healthcare Microsoft CorporationT-Mobile USA Digital Thought Leader, Procter & Gamble & Cowboy THE BIG BRAND THEORY 7
“The Big Brand Theory” was the theme of our Digital CMO Summit and it marks aseminal moment in the evolution of our industry. Today, big brands are not just beingbuilt online—they are springing to life online, changing the very way we think aboutand leverage branding. Fueled by evolutionary advances in digital measurement andanalysis, and bold new ideas about creative execution reflecting the near constantemergence of next generation technologies, “The Big Brand Theory” is neither hypenor hypothesis—it is an amazing new fact of life for marketers. That’s why we putthis question to our roundtable: what does “The Big Brand Theory” mean to YOu? THE BIG BRAND THEORY 9
SOCIAL MEDIA RETAIL PRESENCE EMAIL SOcIAl mEDIA IN-STORE DISplAY wEBSITE INTERNET brand EmAIl iGOOGlE DR/pROFESSIONAl TELEVISION experience pRINT mEDIA DIREcT mAIl cuSTOmER RElATIONS television cONvERSATION pAID SEARcH PRINT MEDIA DIRECT MAIL CUSTOMER RELATIONS10 THE BIG BRAND THEORY
mARc: The promise of “The Big Brand Theory” is to put a DENNIS: The first thing I think of when I hear “The Big Brandbrand’s purpose into motion and to leverage all of its available Theory” is dialogue. Social media is dialogue to me and the valuetouchpoints to engage people, understand them, serve them, and for your brand can be huge. Participating in the conversationinspire them to share the brand’s story with others for the benefit about your brand is key. Your brand in many ways is defined byof all. And digital technology can best enable that new level of these social conversations. Also, you must realize a brand isrelationship and experience. not a destination, it is woven throughout the experience across the whole lifecycle. So don’t think of brand as pure awarenessKAREN: To me, “The Big Brand Theory” is the idea that the lines and consideration, it is the full experience the consumer hasbetween online and offline, marketer and consumer, research and throughout their lifecycle that forms your brand.intellectual capital, are all blurred and merging. No longer can abrand think of these worlds as separate or digital marketing as a KIRSTEN: “The Big Brand Theory” means a resurgence in“choice”—it is an expectation of consumers and therefore core to recognizing that online plays such an important role in brandbrand-building. building. Coming out of the recession, where companies were pulling back from online, it is exciting to see the economyDAvID: I think a key part of it is that the opportunity to learn recovering and online gaining some momentum. As technologyfrom your customers is more possible today than ever before. is evolving along with consumers and their behaviors online,Social media like Facebook, Twitter, and Yelp provide our it really provides brands a huge opportunity to reach them incustomers with an online megaphone. Those companies that new and exciting ways.listen and engage now are a step ahead of their competition. THE BIG BRAND THEORY 11
SOcIAl mEDIAcONTINuES TO GROw % of internet users using social media in US 2008-2014. 67% 77% 78% 83% 84% 85% 86% 2008 2009 2010 2011 2012 2013 2014 Source: Compete12 THE BIG BRAND THEORY
JEFFREY: The way I see it, a brand is a promise to deliver a JEFFREY: With the advent of technology, there is a shiftconsistent experience whether it’s from a product, service, or a underway from business to customer. With advertising and inperson, in every way you touch your customers, employees, partners, particular digital today, more and more your customers are inand even your competition. A brand identifies and authenticates charge of your brand. The sooner companies and brands comea product or service and delivers a pledge of satisfaction and to terms with that shift, the quicker they will create a closerquality. In addition, your brand needs to be represented in your relationship with their customers. To do so, companies needcommunications with your audiences, through the Web, email, to listen to their online customers and join their conversation.advertising, marketing materials, and even social media. This is new territory and usually confusing for traditional companies. But, to ignore it or treat it as a fad is a mistake.KAREN: Digital technologies provide an amazing ability tosense, respond to, and engage with consumers. The challengeis to harness the power of the insights, conversations, and This is new territoryrelationships that are at our fingertips. and usually confusing for traditional companies THE BIG BRAND THEORY 13
OlD SpIcE uTIlIzES SOcIAlTO 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: SocialTimes14 THE BIG BRAND THEORY
200,000150,000100,000 50,000 2009 2010 0 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR Source: Compete Unique Visitors OldSpice.com THE BIG BRAND THEORY 15
THE EvER-ExpANDING ONlINE uNIvERSE16 THE BIG BRAND THEORY
Change is a given, but not until the Internet has it been so constant, so fast, forso long. Global Internet usage has grown from 938 million users in June 2005 to1.966 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—notto mention the challenge of anticipating where it’s going to go so that you can beatthe competition there. It’s not going to contract or slow down any time soon. So wewanted to know: Given that the online universe is expanding at a breakneck pace, where do you want it to go next? THE BIG BRAND THEORY 17
KAREN: Breakneck pace is an understatement! I am DAvID: I think there is a huge opportunity to close the online excited about what technology—and more importantly, the and offline purchase loop. Online is sometimes thought of as a consumers powering the technology—will enable. The collective medium to only drive online behavior, when in fact it is a huge minds of willing consumers are much more powerful than the influencer of offline and local purchase behavior. More customer smartest marketers, inventors, agencies, supply networks, and friendly tracking mechanisms are available today, such as “check- philanthropists. I am hopeful that consumer-driven technology ins” scannable mobile coupons, calls, and search tracking on , advances will go well beyond “product” advocacy and engagement mobile devices. All of these can provide insight to online ad spend to more formalized and expanded pockets of product and idea and online/offline purchase behavior. As the landscape changes, development that will improve lives around the world. 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.18 THE BIG BRAND THEORY
KIRSTEN: Standardization and innovation. Online media is JEFFREY: Again, I’m going to circle back to the mobileso flexible that there is constant innovation and new ways and market, including all mobile devices, phones, net books, and padapproaches to reaching consumers. As it expands so quickly there computers. I’m always traveling and most of my online time isneeds to be a move towards standardization and consistency spent on my mobile phone or iPad. For others, a mobile device isacross the industry. We need to improve industry standards on almost their only means of getting online. More and more content,how to define and track success and, ultimately, achieve applications, publishers, and marketers will be looking at mobileconsensus on what success looks like. marketing and investing in it.DENNIS: The mobile phone screen, of course! 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 BIG BRAND THEORY 19
A READY AND wIllINGmOBIlE AuDIENcE 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.20 THE BIG BRAND THEORY
On a scale of 1 to 5, how interested would you be in receiving the following on your smartphone?36% 29% 26% 21% 18%Grocery coupons A barcode that Offers you can An ad via SMS An ad within I can scan on save and pursue when I go by a a free app my smartphone at your leisure retailer with a promotion Source: Compete Smartphone Intelligence, % of top two box scores THE BIG BRAND THEORY 21
OBSTAclES TO uNlOcKING DIGITAl OppORTuNITIES22 THE BIG BRAND THEORY
A study by the Society of Digital Agencies conducted in Q4 2009 found that 81% ofbrand executives expected an increase in digital projects for 2010, and 78% believedthat the current economy would actually motivate the allocation of more funds for digitalmarketing. 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 andexternal, operational and technical, involving investments in both human and financialresources. Then, of course, there are the various channels that consumers use. In spiteof these obstacles, marketers are bullish on digital. So we wanted to know: what is the biggest obstacle for companies looking to unlock the digital opportunities in front of them this year? THE BIG BRAND THEORY 23
KAREN: The biggest obstacle will likely be the tendency to JEFFREY: I think using data and using it correctly to target theirleverage digital platforms as another “one-way” communication prospects and customers, on their terms, with personalized offersdevice. Marketers are still coming to grips with the fact that we that are based on their preferences, buying habits, or geographicaldon’t own our brands—the consumer owns our brand in their location. Companies have huge amounts of customer data inhearts, minds, and spheres of influence. We can only provide their hands and often do nothing more than collect it. There’sinput (typically via advertising), services, and a great “product” to a tremendous amount of technology available to turn simplehelp form their opinion. There is a perceived risk to understanding customer correspondence into a meaningful and personalized offerand learning from what consumers think and feel via open that builds customer loyalty and spurs repeat business.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 DAvID: I believe fragmentation is the biggest obstacle. Manyshould listen, embrace, engage, and improve. 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.24 THE BIG BRAND THEORY
mARc: The biggest obstacle is the medium itself—we don’t KIRSTEN: One word: COMPLEXITY! Because technologyhave a formula based on decades of evidence to determine its is emerging so quickly. We are shifting the marketing mix andpersuasion score and other metrics. The “standard formats” of really focusing on holistic measurement across all campaignsiMedia or sponsorship (interruptive advertising) or websites are for Bing. A critical part of everything we do is measure; we haveimportant, but not the way to break through, drive engagement a plan and strategy not just for campaigns but also for how weand/or relationships. To do that you must innovate and will measure success at the end. We are experimenting so muchinnovation is risky business. You have to be willing and able to with new and innovative ways to reach our audience that it’senvision completely new and better ways of utilizing technology important for us to be able to measure what works. We wantto cut through the clutter and create connections. to be sure we are looking at the right metrics and making apples- to-apples measurements across platforms and campaigns.DENNIS: Data and system architecture built in silos and nodynamic customer profile that delivers the right content at theright time to the right digital screen. Also, content management You must innovate and innovation isthat integrates both company-produced and user-generated risky business. You have to be willing and able to envision completely newcontent at topic level. and better ways of utilizing technology to cut through the clutter and create connections. THE BIG BRAND THEORY 25
FORD FIESTA GENERATESpRE-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: Brandweek26 THE BIG BRAND THEORY
80,00070,00060,000 200950,00040,00030,00020,00010,000 0 2010 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN JUL Source: Compete Fiesta Aveo Fit Yaris Versa THE BIG BRAND THEORY 27
THE DIGITAl mARKETING ImpAcT28 THE BIG BRAND THEORY
According to Forrester Research, marketers will continue to shift marketing dollarsaway from traditional media and into the digital domain. By 2014, spending oninteractive marketing will approach $55 billion and represent 21% of all marketingdollars. 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 returnson 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? THE BIG BRAND THEORY 29
HOw wIll YOu FuND INcREASESIN YOuR cOmpANY’S INTERAcTIvEmARKETING BuDGET ? * 60% 15% 14% 7% 8% Increase budget for Increase budget for Increase budget No plans to increase Don’t know interactive by shifting interactive with no for both interactive interacitve budget money away from budget change to and traditional traditional marketing traditional marketing marketingSource: Forrester: US Interactive Marketing Forcast Online Survey * 204 Marketers (multiple responses accepted)30 THE BIG BRAND THEORY
DENNIS: I think digital will be the first to build a holistic DAvID: Yelp doesn’t market per se. However, we are seeingcustomer experience across the entire customer lifecycle. It is the tremendous growth in the use of our mobile platforms, such asonly media/channel that can truly connect and move the customer iPhone, Droid, Blackberry, etc. We’ll plan to invest our developmentalong their journey, so I think it will, be a test bed for customer resources accordingly.experience design. I would then expand to other channels creatinga multi-channel experience design. RIcHARD: Social media and community based content are providing excellent opportunities for more in-depth “storytelling”KAREN: As a part of the overall marketing mix, digital tools by brands. Inserting the brand organically into consumerallow engagement, interaction, and advocacy like no other conversations in a relevant and meaningful way should bemedium. Every program has different objectives and strategies, a key objective for every organization.and therefore custom measurement metrics. One that is toughto measure, but important to triangulate diagnostically, is the mARc: Digital is increasingly becoming utilized to drive“net promoter” intent among those consumers you touch—the engagement, the value of which is easier or harder to measurelikelihood they would recommend your product to others. 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. THE BIG BRAND THEORY 31
cONNEcTION IS KEY emotionally Taking consumers from disconnected to committed purpose requires both rational and emotional connections. By solidifying the rational disconnected connected connection with the brand benefits and building the emotional connection with benefits the brand purpose, brands can create both forms of connections. rationally Source: Marc Connor DCMO Presentation32 THE BIG BRAND THEORY
KIRSTEN: We plan to use digital media to drive consumer JEFFREY: The biggest impact I see is the ability to marketresponse in terms of brand building. We are trying a lot of to individuals whenever and wherever they are through mobilenon-traditional at Bing. We go into our campaigns with the marketing. Currently, it’s an emerging industry and thoughtunderstanding that some aspects are experimental and may not to account for a little over 3% of marketing’s overall spend,provide the results we want. So when we set our plans, 90% approximately $4 billion in 2010 out of an overall market of $288of what we do will accomplish our goals. The other 10% we set billion in the US. However, mobile is going to be one of the biggestaside to try new things. It is really important and I encourage other media interaction tools for the consumer in the next couple of years.digital marketers to give themselves room to try new things. And, Data shows that mobile video ads perform close to 100 times betterof course, measure! 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. THE BIG BRAND THEORY 33
GROupON mAKES GROupON mAKES A BIG ImpAcT 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.34 THE BIG BRAND THEORY
20%15%10%5%0% General Portals & Search Social Traffic Blog Traffic Email Source: Compete Coupon & Bargain Search Groupon THE BIG BRAND THEORY 35
INNOvATIONS IN ONlINE BRANDING36 THE BIG BRAND THEORY
In digital marketing, innovation isn’t a choice—you innovate or die. And you can’tjust 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? THE BIG BRAND THEORY 37
KIRSTEN: There are pockets of brilliance all around us; I also admire more familiar brands, like Coca-Cola and Apple— so many examples inspire me for very different reasons. For people know who they are because the brands know who they traditional CPG, I would recognize Old Spice. They have developed are. They’ve delivered affinity and become iconic. Also, living in an extremely strong, engaging idea and executional asset in their upstate New York I’ve come to really appreciate the Wegman’s “Smell like a man, man” campaign that is having a dramatic supermarket chain, and Fresh Direct, an online grocer out of New impact on their relevance and advocacy among their target. They York. They’ve both done an exceptional job enhancing their bonds are willing to take risk with their marketing—although it really isn’t with customers. risky as they know their target consumer so well by listening and engaging! Also, importantly, this isn’t a “digital” or “non-digital” DAvID: I really like some of the recent Toyota programs. Their idea, but an actual IDEA that can travel throughout all touch points “Swagger Wagon” campaign is current, funny, and creates great in the marketing mix. connections to their brand, especially given all that Toyota has gone through this year. I like the way that they used digital video, JEFFREY: There are a number of brands I admire from a banners, etc. to create a buzz about the brand. And that they personal perspective, based on the connections that I make with created unique content—the swagger wagon rap—for digital that them as an enthusiast of their products and the connections probably would not have gone over well in other media. 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.38 THE BIG BRAND THEORY
KIRSTEN: I love the Toyota “Swagger Wagon” campaign. I can DENNIS: I have always admired Nike from an online brand/see it creating a real connection with the target audience given that product and social integration standpoint. I think they have doneit is so relevant. Also, you can tell that they really thought through a great job integrating their customer product engagement andthe entire holistic campaign and not just how to create a funny, social dialogue into their brand. I also think Apple does a greatviral video. They created a family of videos and extensions of the job leveraging digital content, web, and their retail into a multi-campaign that are all so well executed, from banner ads to print. channel experience.mARc: Kraft continues to excel with utilizing consumer insights KAREN: I would also cite Nike. They have developed a suiteand technology innovation, most recently with their iPad App. of tools, services, and products that facilitate deeper consumerOld Spice has developed a masterful campaign and rigorous experiences with their products, fostering loyalty, passion,pursuit of digital innovation has driven conversation online and and advocacy.off. Red Bull is an incredibly savvy marketer and that proficiencyis demonstrated through their growing digital brand presence RIcHARD: Best Buy, Nike, Pepsi, Ford, Procter & Gamble, alland experiences. these companies are focusing on “ideas” and “transformation” first, a much broader perspective than just media or advertising. THE BIG BRAND THEORY 39
FIvE KEY FINDINGSThe previous pages are filled with wisdom that you can use as you planand execute your digital marketing programs. Here are five key findingsthat you should keep in your mind, scribble on your palm, and raise atyour 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.
• 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 ourhands. The words of wisdom contained in this little book show you the rangeof opinion of some of our field’s superstar practitioners. They agree on someissues but not on others.So what should you do? Take it all in, see what seems right for your companybased on your objectives, competitive situation, and budget. But talk to yourcustomers as well. Initiate a dialogue with the people who buy your products oruse 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, andthat you leverage every bit of data you can get your hands on about yourcustomers in developing and delivering the optimal digital marketing experience.As we’ve tried to demonstrate, both at the Digital CMO Summitand in this roundtable, digital marketing is a dialogue, one we wantto continue with you.Stephen DiMarcoChief Marketing OfficerCompete
mARc cONNOR STEpHEN DImARcOGroup Director, Strategic Planning, Bridge Worldwide Chief Marketing Officer, CompeteMarc is responsible for leading digital and relationship Stephen oversees marketing, product management andmarketing strategy for several of Bridge Worldwide’s clients, channel partnerships for Compete. Previously, he was a co-including Procter & Gamble, ConAgra, and Red Bull. In this founder of the web strategy and development firm ZEFER andcapacity, he marries the agency’s philosophy of “Marketing also directed business development for FX/Fox Cable, the cablewith Meaning” and the latest consumer trends and technology programming subsidiary of News Corp. Prior to this, Stephento create breakthrough consumer experiences that drive managed consumer advertising campaigns for Comedy Centralbusiness results. Some recent successes include the Healthy and helped launch Nine Inch Nails while Director of OperationsChoice “Working Lunch” that capitalized on the insight that at TVT Records. He holds a BS from Georgetown University and“lunchtime is the new primetime” and the Prilosec OTC an MBA from Harvard Business School.“Official Sponsor of You” program that harnesses the energyof people power to foster brand affinity and advocacy. Priorto joining Bridge Worldwide, Marc worked with Pure DigitalTechnologies to bring their game-changing, innovative Flipcamcorder to market. THE BIG BRAND THEORY 45
DAvID FENN RIcHARD FIElDING, Director of National Accounts, Yelp Chief Client Officer, Kantar Media North America Dave joined Yelp in November 2007 and is responsible for directing both Richard oversees the development and promotion of new services and national and mid-market sales teams. Before joining Yelp, Dave was vice core products to benefit existing clients and driving new client acquisition. president of business development at Simply Hired, a vertical search Most recently, Richard was vice president of Starcom MediaVest Group – engine for jobs. Prior to Simply Hired, Dave was with Yahoo! and held both USA and director of its Global Research Group, where he was responsible direct sales and sales management positions. Prior to Yahoo!, Dave was a for developing and deploying core agency consumer insight-based tools for partner at The Baxley Group, a provider of outsourced sales and marketing the agency’s network, as well as supplying global client research support, services. Before that, Dave held a number of sales and business local agency research group oversight and managing global vendor development roles at NewChannel, Inacom, Datalex, and Granite. 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.46 THE BIG BRAND THEORY
DENNIS HAuGAN JEFFREY w. HAYzlETTSenior Director of Digital Marketing Strategy, T-Mobile USA Bestselling Author, Change Agent, Digital Thought Leader, & CowboyDennis has translated his vision into multi-year digital strategies for Before resigning his position in mid-2010 to pursue a career in television,marketing, product development, sales, and care over the last 12 years. Jeffrey had been responsible for the Eastman Kodak’s worldwideHe’s held responsibilities for B2C, B2B, e-commerce, self service, marketing operations, including the design and implementation of allcustomer marketing, online advertising, paid search, SEO, and social marketing strategies, investments, policies, and processes. He ledmarketing. Most recently, Dennis concepted and launched T-Mobile the company’s efforts for strategy and planning, marketing programs,Studio™, an interactive destination for wireless phone personalization. marketing network operations, brand development and management,He has helped move McCaw Cellular, AT&T Wireless, and T-Mobile USA to business development, and corporate sponsorships. He was alsoleadership positions in many brand, e-commerce, and self -service areas. responsible for the company’s corporate communications, publicHis focus is on digital content optimization and aggregation across digital relations, and public affairs organizations. He is the author ofecosystems, the customer life cycle, and multiple channels. Dennis is a The Mirror Test: Is Your Business Really Breathing?frequent guest speaker on digital content integration and has a case studypublished in Larry Weber’s latest marketing-to-the-social-web book,Sticks and Stones. THE BIG BRAND THEORY 47
KAREN ScHlOSSER KIRSTEN wARD Associate Marketing Director, OTC Healthcare, Procter & Gamble Director of Digital Advertising, Microsoft Corporation At P&G, Karen leads both the Prilosec OTC and Pepto-Bismol businesses, Kirsten oversees digital advertising strategy for Bing and MSN, including which includes defining and delivering the brands’ short and long- the launch of broad digital campaigns for the introduction of Bing and term business and marketing strategies and goals. She also leads and a revamped MSN in the last year. The Bing marketing campaign has champions digital marketing breakthrough via scale, platform innovation, received a number of honors since its launch in May 2009, including the and learning across all health care brands. Since joining P&G in 1998, 2010 ARF David Ogilvy Award for Excellence in Advertising Research, Karen has held a wide variety of traditional and non-traditional marketing OMMA 2009 Award for Online Advertising Creativity, and Ad Age 2009 roles, including marketing Folgers and Millstone coffees to both consumers Best New Brand Award. and B2B, and helping to build the targeted marketing platforms to fuel Since joining Microsoft in 2001, Kirsten has held a variety of product the beginnings of interactive marketing at P&G. Before joining P&G, Karen management and marketing roles in the Server & Tools and Online was an IT consultant with Ernst & Young, where she developed a healthy Services divisions. Her marketing experience spans traditional and digital appreciation for the power of technology to enable business growth. advertising, engagement marketing, branding and public relations. Prior to Microsoft, Kirsten held various product management and management consulting positions in the Pacific Northwest.48 THE BIG BRAND THEORY
Compete, a Kantar Media company, helps the world’s top brands improve their marketing based on theonline behavior of millions of consumers. Leading advertisers, agencies and publishers rely on Compete’sproducts 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 inpeople’s lives. Compete is located in Boston, MA, with offices throughout the U.S. For more information,please visit www.compete.com. THE BIG BRAND THEORY 49
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