Social Media: How to Engage Consumers and Build Brands
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Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS ...

Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS
November 2012, KL

Social Media: How to Engage Consumers and Build Brands
• How to innovate in emerging markets by localizing content to meet the needs of their consumers and how this can benefit you.
• The power of Facebook to create Brand SOV and how to engage in interactive content to enhance the number of times the company and its products are mentioned positively on the social web, compared to competitors - commonly known as 'Share of Voice'
• How you can build your fans and what's next
• Using social media marketing to drive consumers onto their social sites. Including how these new fans are then engaged into the brand through interactive campaigns

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Social Media: How to Engage Consumers and Build Brands Social Media: How to Engage Consumers and Build Brands Presentation Transcript

  • SOCIAL MEDIA: HOW TOENGAGE CONSUMERS ANDBUILD BRANDSCase Study, Concepts, and DebatableIdeasKenny OngTakaful IKHLAS Sdn Bhd 1
  • Business Today… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forum 2 BusinessWeek, May 4, 2009
  • Guess Who?
  • TAKAFUL IKHLAS CORPORATE PROFILE• Shareholder : MNRB Holdings Berhad (100%)• Established Date : 18 September 2002• Operational since : 2 July 2003• Takaful Model : Al-Wakalah• Business Portfolio : General and Family Takaful• Number Products : More than 90• Number of Participants : More than 1,800,000• Number of Agents : More than 6,000• Number of Staff : 490• Regional Offices : 11• Paid Up Capital : RM295 million 5
  • IKHLAS Customized Healthcare Solutions Smart PartnershipsMedical WellnessAdvisory Program Board Cost Flexible Management 6
  • Menu1. Business Model and Strategy2. Social and Consumer Psychology3. Facebook4. What’s Next? Technical Details – I’ll leave it to the Specialists in the next 2 days 7
  • Business Model and Strategy And what this means to businesses today 8
  • “…in the past 18 months, we have heardthat profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent" CEO, Anonymous 9
  • What is the purpose of Marketing & Branding?Ultimate Objective of Marketing:“Get more people, to buy morethings, more frequently, at higherprices.”“Retention and Loyalty are useless ifNo Conversion is happening.” Sergio Zyman 10
  • What is the purpose of Marketing & Branding?“Retention and Loyalty are useless ifNo Conversion is happening.”“Communication is useless if NoConversion is happening.” 11
  • What is the Objective?1.Comm = Relationship (something like Dating)2.Comm ≠ Media glitz3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL4.Comm ≠ CSR5.Comm = Get more people, to buy more, more frequently, at higher prices 12
  • Alignment: 4-Wheels Model Business PersonStructure Model Strategy Culture Leadership Resources 13
  • The McPlaybook* Make it easy to eat Make it easy to prepare • 50% drive-thru • High Turnover • Meals held in one • Tasks simple to learn hand & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new • Tests new products products for Cooking Times • Monitored field tests*Adapted from: Businessweek , Februrary 5th 2007 17
  • What is the Business Model?•Google•Tata Nano USP Market Profit Model Discipline 18
  • Business Model: USP“The Product is Not the Product”• What is the customer really buying?• What is the “Core Buying Purpose”? 19
  • Business Model: USP Unique Selling Proposition (USP) = Targeted Customer =Core Buying Purpose/ Customer Value Proposition/ Job To Be Done (JBTD) 20
  • Business Model: Profit Model RevenueAssets Cost Cash Margin Flow 21
  • What is the Business Model? USP MarketProfit Model Discipline 22
  • Market Discipline • Features, "They are the most innovative" Product Leadership Benefits "Constantly renewing and creative" • Limited "Always on the leading edge" Range Customer Operational Intimacy Excellence "Exactly what I need""A great deal!" Customized products Excellent/attractive price Minimal acquisition cost and • Solutions Personalized communications "Theyre very responsive" hassle • Preferential service and Customization • Cost Lowest overall cost of • Breadth & flexibility • Convenience ownership Depth Recommends what I need • firm""A no-hassles TCO "Im very loyal to them" Convenience and speed Helps us to be a success Reliable product and service 23
  • Market Discipline Product "They are the most innovative" •LV Leadership "Constantly renewing and creative" "Always on the leading edge"•Air Asia Operational •Ramly Customer Intimacy Excellence "Exactly what I need""A great deal!" Customized products Excellent/attractive price Personalized communications Minimal acquisition cost and "Theyre very responsive" hassle Preferential service and Lowest overall cost of flexibility ownership Recommends what I need"A no-hassles firm" "Im very loyal to them" Convenience and speed Helps us to be a success Reliable product and service 24
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) 25Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) 26Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution) 27Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Disciplines, Priorities, and KPIsOperational Product Leadership Customer Intimacy Excellence • New, state of the • Management by• Competitive price art products or Fact services• Error free, reliable • Easy to do • Risk takers business with• Fast (on demand) • Meet volatile • Have it your way• Simple customer needs (customization)• Responsive • Fast concept-to- • Market segments• Consistent counter of one information for all • Never satisfied - • Proactive, flexible• Transactional obsolete own and • Relationship and competitors• Once and Done consultative products selling • Learning • Cross selling organization 28
  • Alignment & Consistency Product Leadership (best product)Operational Excellence Customer Intimacy (low cost producer) (best total solution) 29
  • Alignment & Consistency Apple powerful Product Leadership products, premium (best product) pricing, limited range Still Doing well in HP well-balanced Acer super lean 2009/2011 portfolio, mass cost structure, aggressive pricing customizationOperational Excellence Customer Intimacy (low cost producer) (best total solution) 30
  • Alignment & Consistency: Business Model USP MarketProfit Model Discipline 31
  • Social and Consumer Psychology 32
  • What is the purpose of Marketing & Branding?Ultimate Objective of Marketing:“Get more people, to buy morethings, more frequently, at higherprices.”“Retention and Loyalty are useless ifNo Conversion is happening.” Sergio Zyman 33
  • PhilosophyLoyalty is Useless…• Virtual Consumption vs. Real Consumption 34
  • PhilosophyLoyalty is misleading…• Heavy Consumption ≠ Loyalty• Loyalty ≠ Heavy Consumption*Today’s focus is on Loyalty, not Consumption.*To increase consumption, refer Marketing 35
  • What is the Objective? 1.Comm = Relationship (something like Dating) 2.Comm ≠ Media glitz 3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL 4.Comm ≠ CSR 5.Comm = Get more people, to buy more, more frequently, at higher prices 36www.myCNI.com.my www.OOBEY.com
  • Men vs. Women
  • Recession Generation 38
  • Color PsychologyCultural Variations; white remind us of something= marriage (western) = familiardeath (China). Purple = e.g. blue = calmdeath (Brazil) Yellow = Children = Brightsacred (Chinese) = Primary Colors e.g.sadness (Greece) = toys, clothes andjealousy (France) childrens books Red , Orange = Young = bold colors; to eat quickly and older = subtle palettes. leave carpeting to influence patterns of travel 39
  • Market Penetration Overview • “Crossing the Chasm” Resistant to taking up new product (prefer ‘safe’ route)1. Need to attract the 2. The Mass market will 3. If company does notEarly Adopter (willing follow once they see innovate or has weakto try) group first via early adopters joining retention plans,neutral and niche customers will leaveproducts 42
  • Target: Decision Chain Again: different type,Influencer different strategy Buyer User 43
  • Target: Customer Types Buy From youValue Swing Former Opposition 44
  • What does the Customer want? Product/Service Attributes Relationship Image 45* Treacy & Wiersema, The Discipline of Market Leaders, 1995
  • What does the Customer want? Operational Excellence: Quality and selection in key categories with unbeatable prices Product/Service Attributes Relationship Image Price Time √ Smart Selection √ Shopper Quality 46* Treacy & Wiersema, The Discipline of Market Leaders, 1995
  • What does the Customer want? Product Leadership: Unique products and services that push the standards Product/Service Attributes Relationship Image √ Time √ Best Function √ Product Brand 47* Treacy & Wiersema, The Discipline of Market Leaders, 1995
  • What does the Customer want? Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships Product/Service Attributes Relationship Image √ √ Service Trusted √ Brand √ Relations 48* Treacy & Wiersema, The Discipline of Market Leaders, 1995
  • Each Discipline Requires Different Priorities & ResourcesOrganization, jobs,skillsCulture, values,norms Operational Product Customer Excellence Leadership IntimacyInformation andsystemsManagementsystems 49
  • Each Discipline Requires Different Priorities & Resources Operational ExcellenceOrganization, •Central authority, low level of empowermentjobs, skills •High skills at the core of the organizationCulture, values, •Disciplined Teamworknorms •Process, product- driven •Conformance, one size fits all mindsetInformation and •Integrated, low cost transaction systemssystems •The system is the processManagement •Command and controlsystems •Quality management 50
  • Each Discipline Requires Different Priorities & Resources Product LeadershipOrganization, jobs, •Ad hoc, organic and cellularskills •High skills abound in loose-knit structuresCulture, values, •Concept, future-drivennorms •Experimentation and out of the box mindsetInformation and •Person-to-person communications systemssystems •Technologies enabling cooperationManagement •Rewarding individuals innovative capacitysystems •Risk and exposure management •Product Life Cycle profitability 51
  • Each Discipline Requires Different Priorities & Resources Customer IntimacyOrganization, jobs, •Empowerment close to point of customer contactskills •High skills in the field and front-lineCulture, values, •Customer-drivennorms •Variation and have it your way mindsetInformation and •Strong customer databases, linking internal andsystems external information •Strong analytical toolsManagement •Customer equity measures like life time valuesystems •Satisfaction and share management •Focus on ‘Share of Wallet’ 52
  • Target: Customer Types Buy From youValue Swing Former Opposition 53
  • Loyalty 2: SwingLoyalty = Best alternative at the current moment until I find another alternative Solution Strategy: Base Retention 54
  • Loyalty 2: SwingSwing Customers are “loyal” because:• Individual Relationships• Convenience (at that point in time)• Tied-up• Product Uniqueness• Promotions• No better alternative• Downlines• No known alternative• Psychologically lazy 55
  • Sample Strategies for ‘Swing’• Increase switching • Newsletters costs • Personalized alerts• Mega packages • Survey• Community • Suggestion Box• Reward programs • Switching Techniques (Points) (e.g. Balance• Membership Transfer of credit Subscription cards)• Email communication 56
  • The often overlooked, but moreimportant part of Social Media:SOCIAL PSYCHOLOGY 57
  • Law of Human Nature # 1 The most powerful emotion – “FEAR”•The prospect of a loss has a greater impact ondecision making than does the prospect of anequivalent gain – “Prospect Theory” 58
  • Law of Human Nature # 2 The greatest desire of humans – the“Desire to be Important" •The interesting topic in the world – themselves •criticism = “lose face” = defense 59
  • Law of Human Nature # 3 There is no such thing as No Motivation•Everyone is motivated.•It is a matter of Positive or Negative Motivation 60
  • Law of Human Nature # 4ALL our decisions areemotional first, logical second 61
  • Law of Human Nature # 4 (a)We use ‘logic’ to defendour emotional decisions 62
  • Law of Human Nature # 5 Attitudes drive Behavior•Attitudes model attitudes•It is easier to change the attitude than behavior•Change the attitude, change the behavior 63
  • Law of Human Nature # 6 Humans have only two types of Thinking•Careful or Lazy – “Dual Process Theory”•Most people,most of the time, are in Lazy mode•Lazy Mode Influence: Cues•Careful Mode changes are more persistent•Careful Mode Influence: Relevance & Comprehension 64
  • Influence Weapons1. Comparison. When Others Are Doing It, You Should, Too. 1. We view a behavior as correct in a given situation to the degree we see others performing it 2. The greater number of people who find any idea correct, the more a given individual will perceive the idea to be correct. 3. We will use the action of others to decide proper behavior for ourselves, especially when we view those others to be similar to ourselves. 4. Examples: restaurants, looking in air, tv comedy, donation plate 65
  • Influence Weapons2. Liking. When You Like the Source, Do What Is Requested. 1. We prefer to say yes to the requests of people we know and like. 2. We automatically assign to good-looking individuals favorable traits as talent, kindness, honesty, and intelligence. 3. We like people who are similar to us. We tend to believe praise and to like those who provide it, often when it is probably untrue. 4. An association with either bad things or good things will influence how people feel about us. 66
  • Influence Weapons3. Authority. When the Source Is An Authority, You Can Believe It. 1. Humans by nature have a sense of duty to authority. 1. We are often vulnerable even to the symbols of authority as opposed to real authority e.g. titles, clothes, jewelry, cars. 67
  • Influence Weapons4. Reciprocity. When Someone Gives You Something, You Should Give Something Back. 1. We should try to repay, in kind, what another person has provided for us. 2. For those who owe a favor, it makes no difference whether they like the person or not. 3. This rule becomes less powerful as time becomes longer. 4. A person can trigger this effect even if it was an uninvited favor. 68
  • Influence Weapons4. Reciprocity. When Someone Gives You Something, You Should Give Something Back. 1. There is a strong cultural pressure to return a gift, even an unwanted one, but there is no such pressure to purchase an unwanted commercial product. 2. A small initial favor can produce a sense of obligation to agree to a substantially larger return favor – Unequal Exchange 69
  • Influence Weapons5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. – Salesperson: "Excuse me, but do you think that a good education is important for your kids?" – You: "Yes, of course." – S: "And do you think that kids who do their homework will get better grades." – You: "Yes, Im sure of that." – S: "And reference books would help kids do better on their homework, dont you think?" – You: "Id have to say yes to that." – S: "Well, I sell reference books. May I come in and help improve your childs educations?" – You: "Ahhh, wait a minute . . ." 70
  • Influence Weapons5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. 1. Once we make a choice or take a stand (commitment), we will encounter personal and interpersonal pressures to behave consistently with that commitment (consistency). 2. The more effort that goes into a commitment, the greater is its ability to influence the attitudes of the person who made it. 3. The commitments most effective in changing a person’s self-image and future behavior are those that are active, public, and effortful. 71
  • Influence Weapons5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. 1. A person will create his/her own new reasons to support and justify their choice even when the original reasons are taken away. 2. Involvement and Buy-in 3. E.g. Advertisement (Promotion) – Out of Stock 72
  • Influence Weapons6. Scarcity. When It Is Rare, It Is Good 1. Opportunities seem more valuable to us when they are less available. 2. People seem to be more motivated by the thought of losing something than by the thought of gaining something of equal value. 3. The more we are denied the freedom to have something, we more we want it – Psychological Reactance Theory by Dr. Jack Brehm. 4. We will find a piece of information more persuasive if we think we can’t get it elsewhere – Power of Secrets 73
  • Influence Weapons6. Scarcity. When It Is Rare, It Is Good 1. Things that can be scare: time, money, opportunity, physical7. Self perception. We learn about ourselves by observing our own behavior. 1. If we observe ourselves doing some thing then we reason that we must like the thing. 74
  • • SOCIAL MEDIA 75
  • The Unfortunate World of Social Media 76
  • The Unfortunate World of Social Media#1: By the time you master thetechnology, it’s already irrelevant 77
  • The Unfortunate World of Social Media#2: By the time your Social Mediastrategy is approved, it’s alreadyirrelevant 78
  • The Right Tools for the Job Personal (exp)Quality/Intensity of Communication Personal (info) Mass Traditional, In- home, Out-Of-Home Impersonal Mass Unconventional (info) Mass Online Individual Mass Reach of Communication 80
  • The Right Tools for the Job Personal (exp)Quality/Intensity of Communication Mass Targeted Conventional Personal Mass Targeted Online (info) E.g. Annual Reports, Analyst Briefings, IR Roadshows, IR Website Impersonal (info) Individual Mass Reach of Communication 81
  • The Right Tools for the Job Personal Contests (exp) One-on-OneQuality/Intensity of Communication Personal Individual Targeted Conventional (info) Individual Targeted Online Impersonal (info) Individual Mass Reach of Communication 82
  • The Right Tools for the Job Personal (exp)Quality/Intensity of Communication Personal (info) Impersonal (info) Individual Mass Reach of Communication 83
  • Things to note about Social Media• Social Media is not a Sales Weapon• Social Media is not a Media Weapon• Social Media is not an evolution of Direct Marketing• There is no Silver Bullet 84
  • So What’s the Use of Social Media? 85
  • Localizing Platform 86
  • Localizing Platform 87
  • Localizing Platform 88
  • Localizing Platform 89
  • Localizing Platform 90
  • The 36 Rules of Social Media
  • • FACEBOOK 92
  • Facebook: What Do You Want? • Share Of Voice (SOV) • Click-through? • Engagement? • Comments? • Followers? • Share? • Like? • Sales? Brand? Market Share? 94
  • Facebook for Business1. Simple Starts (for those starting out)2. A/B Testing on Facebook3. Edge Rank4. Facebook Ads 95
  • Facebook: Simple Starts 96
  • Gen Y Alphabet 98
  • Facebook: Simple Starts• Keep Your Updates Short – Blame it on Twitter – Sweet Spot: 100 characters• Let a photo do the talking – Photo Album - 180% – Photo - 120% More engagement – Video - 100% 99
  • Nice Photos, Short Sentences 100
  • • Don’t Use URL Shorteners (e.g. bit.ly) – URLs are not counted in the 100-140 character rule – A shortened URL does not indicate what type of website you’re taking them to – use a brand-specific URL shortener e.g. Victoria Secret: http://i.victoria.com/wSl 101
  • Simple Starts• Time your Posts – optimal time to post is between 1:00 pm and 3:00 pm – Links posted between 1 and 4 pm get the highest click-through rates – Links posted before 8:00 am and after 8:00 pm are less likely to get shared. – Engagement rates are 18% higher on Thursday and Friday – Engagement rates fall 3.5% below average for posts Monday through Wednesday – Saturday and Sunday posts get the most likes Stats from bit.ly and Hubspot 102
  • Simple Starts• Use the Right Words for Higher Engagement – “post,” “comment,” “take,” “submit,” “like” or “tell us” are the most effective – “winner,” “win,” “winning” and “events” will make fans excited – contest,” “promotion,” “sweepstakes” and “coupon” will turn them off. 103
  • Simple Starts• Ask Questions – “Where,” “when” and “should” –> highest engagement – “would” –> most likes – “why” -> lowest engagement, lowest likes – Yes/no: most responses; just seconds to answer. – Feedback – Emotional/provocative – Fun and fast: "Quick: ‘Batman or Avengers?" 104
  • Simple Starts• Video Teasers – Short -> one to three minutes at most – Ask a question. – Offer a quick tip – Upcoming event – Share a funny story 105
  • A/BTesting 106
  • Early A/B Testing: Website Designs 107
  • A/B Testing: Simple 108
  • A/B Testing: More Advanced 109
  • A/B Testing: Advanced 110
  • A/B Testing: Simple & Practical 111
  • A/B Testing:Facebook 112
  • Edge Rank Page Rank Edge Rank 113
  • Edge Rank• "Edgerank" algorithm - decides what content appears in News Feeds• On average, only 16% of company brand page posts are actually seen by its fans 114
  • Edge Rank Algorithm: How it Works• The closeness of the user to the brand -- or person, • The more your audience interacts with you, the higher their affinity score for you will be.• The weight of the content. • Ranks Comments and Sharing higher than "likes" because they require more action on the users part.• The time decay factor. • Measures the age of your content. If its older than other content, it doesnt get as high a score. 115
  • Edge Rank Algorithm: How To1. The more engagement the better: – Instruction or call-to-action – ask fans to share or "like" the content. – pose questions to spur comments2. Heavy-lifting interactions help a lot: – Drive fans to upload pictures, videos and engage in lengthy discussions – Video and photo contests can spark more interaction, as can simple calls for content. 116
  • Edge Rank Algorithm: How To3. Consistency is imperative: – Post content that drives the audience to react on a daily basis -- maybe even several times each day. –4. Content is king: – Write and publish great content. – Content so good fans have to share it 117
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  • What’s FB Useful For? 123
  • Closing Quote on Facebook
  • • What’s Next? 125
  • • What other stuff are more important to notice besides Social Media? 126
  • What’s Next?• Mobile• NFC• GeoMarketing (including LBT)• Gamification• Virtual Goods 127
  • Mobile 128
  • 129
  • NFC: Financial Product Innovation fromNon-Traditional Financial Players • M&A: bar code readers, inventory tracking, location-based deals • App: loyalty card, coupon, NFC, mobile payment at restaurants and cafés • eWallet (soon) • eWallet – in collaboration with Citibank, MasterCard, Sprint Nexus 4G 130
  • Find You…Technology + LocationSelf Targeting + Incentive = Call to Action 131
  • Location-based Social Media 132
  • Case Study: Placecast & Geo-Fencing • Geo-fencing — the act of drawing an invisible boundary around a given location and serving an opt- in SMS message when users enter boundary 133
  • Case Study: O2, Starbucks, L’Oreal • Six-month trial • Placecast’s geo- fencing technology • 1,500 areas offering deals. • Opt-in • Gender, age and general interests. • Receive Special deals 134
  • Case Study: McDonald’s, Facebook • Starting June 2010 • Check in while featuring one of the products, such as a Big Mac, in their activity feed • Geo-couponing 135
  • Case Study: Google, iPhone, Android • Location-aware mobile display ads • Incorporate maps for click-to-call • Ad-unit: expands into a full ad that includes a map overlay with the business pinned on a Google Map • Calls-to-action: “get directions” and “click-to- call.” 136
  • Gamification SPARX Developer: University of Auckland http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/ 137
  • Gamification 138
  • Gamification 139
  • Gamification: Market Size 140
  • Gamification Leader Board (Ego/ Achievement) ActivitiesCommunity Rewards(Belonging) (Satisfaction) 141
  • Virtual Goods… $19.90 143
  • End Notes 144
  • Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report 145
  • Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report 146
  • Popularly Unpopular Popularity ≠ Affection 147
  • What is the purpose of Marketing & Branding?Ultimate Objective of Marketing:“Get more people, to buy morethings, more frequently, at higherprices.” Sergio Zyman 148
  • The Business of Business isBusiness, not Social Media 149
  • Thank You. soft copy of slides:http://totallyunrelatedrandomanddebatable. blogspot.com/