iCrossing UK Client Summit 2011 - Managing reputation in a multi channel world


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Managing reputation in a multichannel world with Jon Munro from Visit Wales and Jason Ryan, Head of Strategy at iCrossing

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  • We did pull it off in the end and whilst the Sunday was wet it did improve during the day and those people with tickets on the Sunday even got to spend another day in Wales. What a result. Of course Europe one to which was the other result.
  • The initial approach was a parallel-track Research and Strategy programmeBoth programmes of work will inform the Implementation work: – the BAU elements including paid and natural search; and - the more campaign-focused elements including content creation and social media outreach and management The research programme consisted of: - understanding and benchmarking relevant search terms, volumes and seasonality; and - carrying out social media and content audits across some of VW main products
  • As part of the Research we identified search volumes around the main topics that people are coming to the Visit Wales site for – Holidays, Breaks, Information, Accommodation and ActivitiesWe then benchmarked the share of search that VW are achieving for those core terms
  • And also looked at the seasonality of those search termsThis shows the seasonality for Activity products – such as diving, walking, cycling, fishing and golf holidays etc.Helps inform content and paid media strategy
  • We identified the 50-100 sites that are visible for each of these topics and profiled those sites in terms: - the paid and earned media opportunity, - the levels of engagement with the site, - the update frequency, and - an overall influence score that is composed of a number of factors such a: - how connected they are in the network, - how large the audience is, - Page Rank, - content placement relevancy etc.
  • We also undertook some network profiling; in this example, for sites in the Golf network. This profile shows the Top 30 most influential Golf sites, and plots them according to the levels of user engagement against the opportunity for content placement. This research was carried out in advance of the recent Ryder Cup campaign.
  • We have also been working closely with VW to help define the Digital Strategy.This started by interviewing all key stakeholders in the organisation to understand objectives, KPIs and targets, and challenges and opportuntiesIt also included developing an evaluation and planning framework that isin line with the strategy and KPIsIt is important to integrate the digital activities with current campaign-led activities at the planning and evaluation stages – as a way to ensuring an evolved multichannel approach
  • The strategic challenges highlighted by the stakeholder sessions are as follows:
  • But before we try to evolve the campaign-oriented evaluation model to include the digital, always-on, perspective; it should be said that from a marketing perspective, peoples use the web is highly complex and pure digital marketing efforts are not easy to evaluate.The traditional marketing funnel of Eyeballs to Conversions no longer works online. People are increasingly able to configure their own interfaces to content (through start pages, RSS readers etc.) and there are a number of important external influences to consider including: - UGC - Recommendations and review, - Competitive alternatives. Consequently, considering the motivations and needs of contributors/influencers or our ADVOCATES in those networks is increasingly important. A recent Nielsen study of the types of advertising most trusted by people has shown that personal recommendations, consumer opinions, brand websites and editorial content are generally more trusted than push forms of advertising like paid search ads, banner ads and TV ads.
  • It was with these factors in mind that iCrossing developed its engagement framework back in 2008 – which is a user-centric evaluation framework that measures user behaviour in response to brand initiatives.The starting point is to consider the degree of engagement across the whole web and not just on the main website and owned spaces.It looks at segmenting metrics in 3 key areas: AWARENESS, ACTIONS and ADVOCACYThe framework is currently being used across a significant proportion of our client base to evaluate their digital (and sometimes integrated) marketing efforts.
  • AWARENESS metrics like viewing pages on the website are relatively low engagement activities and consequently there are higher numbers of people doing this, compared to ACTIONS such as buying something, downloading information, registering for a service or watching a videoADVOCACY metrics, such as linking to the site, sharing content, uploading content or expressing positive sentiment online are more highly engaged activities – and consequently the volume of people dong these activities is much lower.AWARENESS metrics are relatively cheap and easy to measure, and can be done with standard analytics programmesADVOCACY metrics are harder and more expensive to measure as there is a greater degree of human analysis requiredFinally to promote and facilitate ADVOCACY, there is invariably some degree of brand control that needs to be relinquished to promote desired behaviours such as commenting and uploading content
  • The Evaluation Framework (3 As) can also be used to help with planning.I have talked about how we can measure Awareness, Actions and Advocacy; but we can also use the framework to identify how these can be earned and bought.For example:To purchase AWARENESS – we can use Display and Paid search advertising; but to earn awareness – we need to produce content that is technically optimised, based on the language and needs of users, relevant to and promoted in the networkTo purchase ACTIONS – we can seed widgets and other interactive ideas in content networks, or can design relevant Competitions or Offers; but to earn those ACTIONS we need to ensure that the User Experience of the proposition stacks up, that it is useful and desirable for the target audience, that there is a strong call to action and the content is shareable and portableW can possibly purchase ADVOCATES through national campaigns, but to earn ADVOCATES we need to ensure that the brand and product stacks up, that we understand, listen and participate in the networks in the right way
  • This is VW customer journeyTraditional campaign planning has tended to start at the Awareness stage - Consider Wales – and has aimed to build brand and emotional appeal through tactics such as broadcast media, digital advertising and PRThe strategic work to date has identified the opportunity to move back one step to begin to stimulate Online advocacy by: - understanding and listening to Brand and Product networks, - developing relevant content and engagement strategies to leverage those networks; and - putting solid Evaluation programmes in place to understand the value of the activity
  • This is one of the networks where we have undertaken some recent research – the online walking networkThe network consists of a number of different types of property – - personal blogs - holiday providers - forums - societies / organisations - resources - regions / regional walking holidays - publicationsThe network is highly active and passionate about the subject – there are a number of large and active forums; and comments and discussion on news and blog posts is frequentThe community generally shares experiences so others can benefit, posting routes and photographyAnd the community is open to participation – with site owners often reviewing equipment and other products
  • Once we understand the network in these terms and know the most influential sites and people on the network, we are able to develop online engagement initiatives that are both centred on Visit Wales core products (like Walking) and aligned with brand campaignsThe initiatives can be based around themes such as Active Participation, Inspiration, Exploration, Local Recommendations, Welsh Icons - and can use maps as the platformThe purpose of the initiatives is to support broader campaigns, but also to provide a sustainable, curated resource of content, community and advocacy – which can be used in conjunction with VW produced content
  • Once our engagement framework has been defined, and many of the data feeds can be automated; it becomes possible to move towards a real-time view of online engagement (Jon touched on this re. Ryder Cup)This image is actually the Mission Control brand monitoring room for Gatorade in the US. This is obviously a bit of a publicity stunt – but there are large organisations that are moving towards this real time or live view of the web; and campaigns and engagement initiatives are being developed that are live – in that they respond to peoples behaviour in real time
  • Finally, it is important to acknowledge the positive effect that this type of activity has on overall brand visibility – both in search engines and in social networksGoogle and Bing have both confirmed that they are using a number of social media signals in their search algorithm – including retweets and Facebook likesThis example is a recent search for iPad that displays results from my social graph using Google’ s social search in addition to the main search results. There are a number of results from people in my social graph – including a work colleague Antony Mayfield, and someone who I am connected to via TwitterSocial search is available to all if you are signed into Google and have set up a Google profile - it is still in Beta in the UK
  • iCrossing UK Client Summit 2011 - Managing reputation in a multi channel world

    1. 1. Managing reputation <br />in a multi–channel world<br />Jon Munro, Visit Wales <br />Jason Ryan, iCrossing <br />
    2. 2. Budgets and Results <br />~£5 million per annum <br />~£60 million in additional value<br />What are “we” trying to do?<br />Maintain £3.5 billion contribution to economy<br />Improving Wales’ reputation on the world stage<br />Addressing persistent stereotypes<br />
    3. 3. Our world<br />What consumers are saying is shaping your brand<br />This requires both organisational and mind set change<br />Thinking beyond just tourism - the Wales brand <br />
    4. 4. Destination Branding <br />online has become<br />“reputation management”<br />
    5. 5. Content<br />Is content strategy a simple and unifying idea? <br />A community of content producers and consumers<br />Offer something to line up against<br />Source | flickr | davidking<br />
    6. 6. Socialisation <br />Conversation culture over information culture<br />Adding the credibility we so desperately need<br />Learning to live within the earned media space is scary<br />Source | flickr | DeusXFlorida<br />
    7. 7. Integration <br />Beyond online and offline media<br />Not just channels. It’s content. It’s people. It’s agencies<br />How do we create real synergy?<br />Source | flickr | purplemattfish<br />
    8. 8. Evaluation <br />Beyond site traffic and site conversion<br />Quality of content network <br />Conversation sentiment <br />Source | flickr | Julia Manzerova<br />
    9. 9. Big opportunity for Wales<br />Building on authority<br />Adding credibility<br />Wrapping in the brand<br />
    10. 10.
    11. 11.
    12. 12.
    13. 13.
    14. 14. Amplification<br />Using events <br />
    15. 15.
    16. 16.
    17. 17.
    18. 18. 100,000<br />No. of Unique monthly visitors to London blogs<br />75,000<br />Number of twitter followers associated to those blogs <br />123<br />No. of retweets <br />80,000<br />No of views on our facebook page<br />
    19. 19.
    20. 20.
    21. 21.
    22. 22. Yes, <br />social media is important<br />
    23. 23.
    24. 24. 153,000<br />Facebook fans<br />80,000<br />Monthly active users <br />5,000+<br />Energise 2.0 Hamill and Stevenson (2010)<br />Weekly posts and comments <br />
    25. 25.
    26. 26. But, <br />Integration is more important<br />
    27. 27. TV<br />Print<br />Digital Channels<br />The Big Idea<br />
    28. 28. TV<br />Social Media<br />Direct mail<br />The Big Idea<br />Print<br />e-mail<br />Off site partnerships<br />website<br />
    29. 29. Crowd sourcing<br />Content development<br />Community development<br />Targeted engagement <br />Creative <br />and paid media <br />amplification <br />
    30. 30.
    31. 31. The big opportunity for us Content really is king <br />
    32. 32.
    33. 33.
    34. 34. Our KPIs – the magnificent seven! <br />
    35. 35. iCrossing Approach<br />
    36. 36. Research: Benchmarking and opportunity analysis<br />Holiday<br />Breaks<br />Visit Wales 8th<br />Visit Wales 43rd<br />Visit Wales 42nd<br />Information<br />Activities<br />Visit Wales 39th<br />
    37. 37. Research: Seasonality analysis<br />Activities<br />Q1<br />Q2<br />Q3<br />Q4<br />
    38. 38. Research: Site profiling<br /><ul><li> How connected they are in their network (links obtained from network neighbours)
    39. 39. How large their audience is (traffic)
    40. 40. Google PageRank
    41. 41. URL mentions in Google
    42. 42. Number of Google Blog Search links
    43. 43. How engaged its audience is (3rd party bookmarking, comments)
    44. 44. Content placement relevancy (High / Medium / Low)
    45. 45. Type of content they produce (quality, context, freshness)
    46. 46. Likelihood of advocacy </li></li></ul><li>Research: Network profiling<br />
    47. 47. iCrossing Approach<br />
    48. 48. Strategic challenges<br /> Integrating ‘always on’ approach with campaign-driven approach (across planning, program & evaluation) <br /> Developing an on-going content and engagement strategy<br /> Achieving buy-in across organisation<br /> Demonstrating the value of digital marketing<br /> Pilot programmes (Ryder Cup)<br /> Sharing learnings and successes <br /> Iterative approach to planning and evaluation<br /> An Online Advocacy programme<br />
    49. 49. A network of experiences...<br />Quantifying people’s <br />web use is complex...<br />
    50. 50. User-centric framework<br />Evaluation Framework<br />“Do people know <br />about us?”<br />“What are they doing when they find us?”<br />“How do they feel about us?”<br />Awareness<br />Actions<br />Advocacy<br /><ul><li>Visits
    51. 51. Clicking on an advert
    52. 52. How long they stay there
    53. 53. “Bounce Rates”; whether people stick around
    54. 54. Rating something...
    55. 55. Leaving a comment...
    56. 56. Registering for something...
    57. 57. Watching a video...
    58. 58. Downloading something...
    59. 59. Signing up…
    60. 60. Bookmarking us
    61. 61. Following us
    62. 62. Expressing opinions on blogs </li></ul> and forums <br /><ul><li>Content recommended / forwarded
    63. 63. High profile bloggers posting </li></ul> about us <br /><ul><li>Attitudes changing</li></li></ul><li>User-centric framework<br />
    64. 64. Evaluation Framework<br />Aligning with Visit Wales KPIs<br />
    65. 65. “How do they feel about us?”<br />“How do they feel about us?”<br />Advocacy Metrics<br />A<br />
    66. 66. “What are they doing when they find us?”<br />“What are they doing when they find us?”<br />Action Metrics<br />A<br />
    67. 67. “Do people <br />know <br />about us?”<br />“Do people know <br />about us?”<br />Awareness Metrics<br />A<br />
    68. 68. Engagement scorecard<br />
    69. 69. Engagement Framework Benchmark slide<br />
    70. 70. Engagement Framework Benchmark slide<br />
    71. 71.
    72. 72. Digital Planning<br />Advocacy into Awareness<br />
    73. 73. Customer Lifecycle<br />Build Emotional Brand/ Appeal<br /><ul><li>Broadcast media
    74. 74. Digital advertising
    75. 75. PR
    76. 76. Tactical brand messaging</li></ul>Stimulate Advocacy<br /><ul><li>Understand Brand and Product networks
    77. 77. Content and engagement strategy
    78. 78. Evaluation</li></ul>Customer<br />Journey<br />
    79. 79. Leverage existing online communities<br />Conversation<br />Several large and active forums<br />Comments and discussion on news and blog posts is frequent<br />Sharing<br />Participants want to share experiences so others can benefit, particularly routes and photography<br />Participation<br />The community is open to participation, photo and route competitions<br />Site owners often review equipment and other products <br />
    80. 80. Targeted engagement initiatives<br />Online engagement initiatives centred on core products and aligned with brand campaigns<br />Active Participation<br />Inspiration<br />Exploration<br />Local Recommendations<br />Welsh Icons<br />Map as platform<br />Sustainable curated resource ofcontent, community and advocacy<br />
    81. 81. Real-time evaluation<br />
    82. 82. Increasing importance of social signals<br />
    83. 83. On the train conclusions<br />Supporting organisational change<br />Driving real integration <br />Helping develop the content strategy<br />