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Outlook: 2013 Marketing, Advertising & Social Media Trends
 

Outlook: 2013 Marketing, Advertising & Social Media Trends

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The top 10 digital marketing, advertising and social media trends for this new year. Lots of examples and case study goodness!

The top 10 digital marketing, advertising and social media trends for this new year. Lots of examples and case study goodness!

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  • Definition: Reacting in real or near real time in social channels.It’s being in the right place at the right time. With today’s always-on consumer, real-time marketing is often implemented most effectively through social channels.This about the Hudson plane crash – how can news spread like that? How can marketers leverage things like that? Explain Importance (web has evolved beyond "shopping in pajamas")How Always On Relates  to social media - and to social media monitoring
  • SOURCE: http://golinharris.com/#!/insights/real-time-marketing-research/GolinHarris interviewed 3,200 U.S. consumers to learn about RTM’s value. We explored the impact of real-time marketing on how people think and act in relationship to diverse products and brands. Because RTM marketing doesn’t exist in a vacuum, the research also investigated the effect RTM on other marketing activities.Learning #1: Real-time marketing delivers what marketers want most.Our research measured the likelihood of communication with and without RTM to deliver positive outcomes most marketers seek, such as an increase in positive perceptions; interest in a product; likelihood to seriously consider, choose or try a product or brand; and to recommend it to others.When it’s added to the marketing mix, real-time marketing provides a dramatic lift to each of these five coveted outcomes. Marketers who serve as the stewards of brands should consider RTM strategies as part of any communication program intended to capture attention, drive WOM, increase preference, or bolster the likelihood to try or buy.Learning #2: RTM turbocharges your other marketing efforts.Marketers today employ many different methods to share their stories. From publicity and paid media to brand websites, social channels, search marketing and WOM programs, marketing investments are more diverse than ever before.RTM makes these investments work harder, amplifying each activity’s effectiveness. Our research shows a significant lift in likelihood to seek out, pay attention to, and participate in brand communications delivered in common channels when RTM is added to the mix. Marked increases were found regardless of channel including websites, Twitter, Facebook and other popular social media, recommendations from trusted contacts, and PR or advertising-generated stories delivered through “traditional” media.
  • We’llbegoingthroughexamples of both types of real-time marketing –somesuccess stories and somefails.Event DrivenSuper Bowl, Oscars, Fashion WeekBrand-event driven: conferences, trade shows, consumer event, product launchBreaking newsCustomer DrivenCrisis management Customer service
  • SOURCE: http://mashable.com/2012/03/22/american-express-small-business-saturday/Small Business Saturday, foursquare users who check-in to any of hundreds of thousands of participating retailers and spend $25 on their American Express cards will receive a $25 credit on their American Express statement.The marketing campaign was a resounding success for American Express. The company indicated in a press release that more than 2.7 million people “Liked” the program’s Facebook page and nearly 195,000 tweets were sent in support of Small Business Saturday throughout the month of November. There were gains in overall awareness of the holiday as well, rocketing from 37% in 2010 (its inaugural year) to 65% in 2011.“Small Business Saturday was able to transcend beyond American Express,” Krugman says.But what about the holiday itself? Did the campaign get people to spend (and keep spending) on Main Street?An estimated 103 million Americans shopped at a small business on 2011′s Small Business Saturday — November 26 — and American Express saw a 23% increase in transactions at small business merchants. Krugman says that the anecdotal feedback the company got from local business owners jived with these estimates — and some even had great success.“In reading from testimonials and hearing merchants say, ‘Because of Small Business Saturday, my year-over-year sales were 40% higher,’” Krugman says, “That’s so great.”
  • SOURCES:http://therealtimereport.com/2012/02/06/toyota-under-fire-for-camryeffect-twitter-spam-superbowl-promotion/http://thenextweb.com/socialmedia/2012/02/04/toyota-takes-to-spamming-twitter-for-camry-super-bowl-promotion/Like other advertisers, Toyota spent millions on its Superbowl commercial.  But instead of enjoying positive word of mouth about the new Camry, the brand is dealing with backlash against a Twitter campaign that sent unsolicited @ reply messages to users who were tweeting with Superbowl-related hashtags, inviting them to enter a contest to win a 2012 Camry.What’s worse, the tweets were sent from aseries of accounts that had been verified by Twitter, provoking additional backlash against Twitter for appearing to endorse the spam campaign.   The @CamryEffect1 through @CamryEffect9 accounts are now marked as Suspended Accounts, and the main @CamryEffect account has been changed to a Protected Account.The tweets were sent using technology from LocalResponse, a start up that “helps marketers respond to real-time consumer intent.”  This is a great idea in principle–but this fiasco shows that there is a fine line between an unsolicited message that’s appropriate and welcome to the user–and one that’s perceived as spam.Toyota reactedswiftly to address the firestorm, including an apology posted by Digital Marketing and Social Media Manager Kimberley Gardiner at The Next Web:We apologize to anyone in the Twitterverse who received an unwanted @reply over the past few days. We were excited to share the message of our Camry Effect campaign in a new way and it was never our intention to displease anyone. We’ve certainly learned from this experience and have suspended the accounts effective immediately to avoid any additional issues.Kimberley Gardiner, National Digital Marketing & Social Media Manager, Toyota Motor Sales, U.S.A. Inc.
  • SOURCE: http://sproutsocial.com/insights/2012/04/twitter-success-wells-fargo/Wells Fargo’s @Ask_WellsFargo Twitter account has contributed to an increase of positive brand sentiment by 38 percent.Twitter is now its most effective customer service tool.Kimarie Matthews, VP of Social Web marketing for Wells Fargo & Company: “We went with @Ask_WellsFargo, which not only had a specific call-to-action, but it also seemed a more personal way to interact with a bank,”“We have 80 different lines of business at Wells Fargo,” Kimarie says, “so we have a very complex set of search queries in place on Twitter to make sure we don’t miss any mentions of our brand.”In addition to employing third-party social media management tools, Wells Fargo has even developed its own proprietary system to measure and interpret customer sentiment about its brand. “When we started on Twitter in 2009, we’d get between 200 and 250 incoming customer service related tweets a month — now we’re getting about 2500 tweets a month,” says Matthews. “In that time, we haven’t really increased our resources dedicated to Twitter,” she says, “we’ve just gotten much better at mining all that incoming data to make sure we respond in the most effective, efficient manner.”Senior management is also very heavily involved in the Twitter customer service function. Using advanced monitoring techniques (alluded to above) the customer service team can identify specific tweets from customers that warrant an escalation to second-tier support. Wells Fargo has created an “Executive Office” — escalated support customers are dealt with by management staff that has the authority to resolve problems and implement solutions on the spot. “We’ve developed a system that can detect problems and resolve them before they get out of hand,” says Matthews. This level of support and the resulting customer satisfaction, “just wouldn’t be possible without the buy-in of all our departments across all of our lines of business,” she adds.
  • SOURCES:http://simpliflying.com/2010/live-how-airlines-and-eurocontrol-are-conquering-icelandinc-volcanic-ash-through-social-media-ashtag/http://twitter.com/eurocontrolEuroControl describes itself as “The European Organisation for the Safety of Air Navigation. We ensure that your European flight will be safe, punctual, sustainable and won’t cost too much.” During the Icelandic volcanic eruption and crisis of April 2010, EuroControl’s homepage had recentlyupdated maps of where the ash is coming from, where it’s going to and implications. They also updated their Facebook fan page, Twitter account and even relevant LinkedIn groups with very useful information for travelers. Moreover, they used the Twitter hashtags #euva and #ashtag to inform customers. After introducing the hashtags, customers themselves started sharing stories and tips using them.Twitter page stats:7,757 Tweets459 Following30,015 Followers1,679 Listed
  • Before we delve into the details, here's an overview of how the system works.First, we monitor for which search queries are currently popular.Behind the scenes: we run a Storm topology that tracks statistics on search queries.For example, the query [Big Bird] may suddenly see a spike in searches from the US.As soon as we discover a new popular search query, we send it to our human evaluators, who are asked a variety of questions about the query.Behind the scenes: when the Storm topology detects that a query has reached sufficient popularity, it connects to a Thrift API that dispatches the query to Amazon's Mechanical Turk service, and then polls Mechanical Turk for a response.For example: as soon as we notice "Big Bird" spiking, we may ask judges on Mechanical Turk to categorize the query, or provide other information (e.g., whether there are likely to be interesting pictures of the query, or whether the query is about a person or an event) that helps us serve relevant Tweets and ads.Finally, after a response from an evaluator is received, we push the information to our backend systems, so that the next time a user searches for a query, our machine learning models will make use of the additional information. For example, suppose our evaluators tell us that [Big Bird] is related to politics; the next time someone performs this search, we know to surface ads by @barackobama or @mittromney, not ads about Dora the Explorer.
  • http://mashable.com/2010/06/15/gatorade-social-media-mission-control/
  • Customers, not marketers, drive successful marketing. No matter the medium (paid, owned, or earned), customers determine success. Successful integration of paid, owned, and earned media require agility, both to shift campaign strategies quickly and experiment with pilot campaigns and idea-testing. Listening, monitoring, and measurement are instrumental in substantiating this level of rapid decision-making. Listening and tracking consumers’ behavior around each media type is paramount to maximizing the impact of the investment. Analysis of the crowd can instruct strategy, while technologies that track individual behavior can facilitate better engagement on a customer-by-customer level.
  • Control room model for eventsStaff structure for 24/7 Training and tools
  • Results: Applebee’s retains control over messaging and content, while dramatically improving ROI by connecting with customers at the local community level. With over 7,000 employees using Expion to manage 1000+ locations, Applebee’s has increased its engagement with their customers by building on their brand promise as your “Neighborhood Bar and Grill.”DATE: September 8, 2011Source: Expion deck sent to Christine#foodbev #restaurant #retail#learn #support #dialog#christine#facebook #twitter#smms #listening
  • SOURCE:http://www.radian6.com/tag/dell-social-media-listening-command-center/In December 2010, Dell officially launched its impressive Social Media Listening Command Center. The center tracks on average more than 22,000 daily topic posts related to Dell, as well as mentions of Dell on Twitter, and that information is analyzed and broken down based on topics and subjects of conversation, sentiment, share of voice, geography and trends.But this tracking is not just about Dell’s customers. As Dell’s Vice President of Social Media and Community Manish Mehta said: “Dell’s Ground Control is also about getting that information to the right people wherever they are in the Dell organization, globally and functionally.”Nov. 9, 2011#b2c #computer #facebook #twitter #radian6#learn #listen#monitor#jaimy
  • SOURCE: http://mashable.com/2011/06/15/gatorade-social-media-mission-control/DATE: April 12, 2010#foodbev#learn#christine
  • Screenshots are of paid search results, a Blue Cross Blue Shield blog from Michigan and a Facebook status posting about an open position at BCBS.Paid media: are display or broadcast advertising. In digital channels, paid media include banner ads, Pay Per Click (PPC) search ads, advertorials, sponsorships, sponsored links, and pay-per-post blogging. The common factor of all these channels is that they are a form of advertising for which a media buy is necessary.Owned media are all content assets a brand either owns or wholly controls. Owned media channels include websites, microsites, branded blogs, videos, and the brand’s own(ed) presence on social media and social network channels, such as Facebook, Twitter, YouTube, Flickr, etc. Owned media is largely content marketing, i.e., content a brand owns and/or publishes that involves no media buy.Earned media is user-generated content created and/or shared by users. (It bears mentioning that some consider shared media to be a separate channel. More on this below in Outlying Channels.) Types of earned media include consumers’ social media posts, tweets, reviews, videos, photos, and open online communities. Another component of earned media is mentions in media or on social channels that are the result of PR or media relations. For brands, earned media is the most elusive and difficult of the three channels; while it can be influenced, it cannot be directly controlled.
  • Converged Media utilizes two or more channels of paid, earned, and owned media. It is characterized by a consistent storyline, look, and feel. All channels work in concert, enabling brands to reach customers exactly where, how, and when they want, regardless of channel, medium, or device, online or offline. With the customer journey between devices, channels, and media becoming increasingly complex, and new forms of technology only making it more so, this strategy of paid/owned/earned confluence makes marketers impervious to the disruption caused by emerging technologies.
  • From a brand perspective, converging media types has tremendous value: The insights that accompany analyzing earned media instruct and inform the areas in which to amplify using paid and where to innovate with respect to owned. Owned media provides the platform upon which earned and paid can exist and is foundational to the brand presence and messaging, which inspires earned. Paid media helps drive volume to owned and earned channels, and ultimately what amplifies the brand message. MORE AND MORE, EARNED INFORMS CREATIVE FOR PAID AND OWNEDMore and more brands use earned to inform paid and owned investmentReveals demographic trendsHighlights what audience is talking/cares aboutShowcases optimal channels for investment
  • ¾- APPROVED TO USE FOR ANY PRESO YOU WANT TO GIVE< NOT APPROVED FOR LEAD BEHIND. 100% approved for broadcast format. Targetskewsheavilytowardsfemale- By partnering with the Digitial Influence Group, Glidden was able to devise a strategythatspannedcontent, platforms, and the dynamiccustomerjourney. Together, DIG and Gliddenpartnered to architect a trulyvaluableexperience for the consumer, ultimatelyleadingthem to the brand. Glidden engaged multiple influential bloggers to help them produce content. While many brands engage high-end famous designers, Glidden selected “down-home”, more approachable bloggers, “like a friend down the street who happens to be great at design” Engaging them as ‘trusted peer voices’ and publishing partners on owned platforms, they also enlisted them to promote and distribute content, creating greater earned opportunities. The owned tools are key, core colortopia team bloggers as publishing partners is an integral component. Experts exchange, others pointing to higher end designers, we want to find the approachable bloggers, they’re the voice of this experience, she’s not ready to engage with brand. In Q&A, bloggers starting to weave Glidden colors into what they’re saying, their advice. Onboarding process was specific ab bloggers engaging with the people, Glidden handles the brand side. Parntershipab # of posts, engaging with people, we trained them on the brand. They bring to life owned properties, socialization created perceived earned, the content that became part of the paid. Thiscampaign was moreaboutleadinghertowardsGliddenbrand, engagingher in inspirationpage. Thisis the stagewhenshe’srippingpages out of a magazinebcsheloves a room, not engaging with paintbrands. For thisreason, theykept the Brandingmoresubsumed; onlyat the bottom of the page do yousee ‘Powered by Glidden”, that was intentional. Theywanted to leadhertherethroughcontent and tools, and as shegetscloser to hercolor choice, the Gliddenbrandgetsdialed up. http://img.ehowcdn.com/article-new/ds-photo/getty/article/249/194/stk118189rke_XS.jpgMy Colortopia cascades across media channels, allowing shoppers to engage on their termsOwned tools in upper section, site experience built to be modular so we could distribute tools to social channels and to core blogger sites. On left side, you see media and blogger partner network that helps to amplify. Using paid to distribute that content, no display ads. Mobile done in conjunction with HouseBeautiful partnership (paid), featured MyColortopia, with digital watermark, scan with mobile device with video popping up and introducing to My Colortopia and pointing to program. Also color swatches you could scroll through. You can scan QR code and take to Pinterest. Ties to retail (in-store kiosk) + mylifemycolor quiz. All tools lead you towards color palatte choice and shopping list. When user got to paint colors, Glidden was right there. Some tools enabled users grab colors from other places(from her purse, or vacation photos), use those sources of inspiration. Part of challenge with retail environments was to give her the oppty to to create (email, sharable, have on phone) must have confidence when you go into the store; Confidence transferal and brand insistence. #painting #construction #decor#contentmarketing #poe#influence #gamification #support #thoughtleadership#jessica
  • PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
  • PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
  • Above: Altimeter found a workflow pattern based on 34 interviews, while we heard a variation on workflow patterns, this one was common
  • Above: Edelman’s David Armano shows a workflow between Paid Owned EarnedAnalyst Note: This early diagram quickly delineates a workflow among channels focusing on strength of eachSocial Marketing and Engagement, Slideshareby David J Carr (twitter, blog), Digital Strategy Director, Chemistry CommunicationsAnalyst Note: The integration of social listening, social engagement, email, website and communitiesSocial Marketing and Engagement, Slideshare

by David J Carr (twitter, blog), Digital Strategy Director, Chemistry Communications
Analyst Note: The integration between multiple channels both from awareness push to engagement and across screens
  • Opt-out vs. Tune-inEpisodic vs. OngoingOwned and Earned vs. Bought
  • Content marketing, or creating and publishing media rather than “renting” advertising time and space, has always existed. Emerging digital technologies, platforms and channels now enable any brand to function as a media company, with very real advantages: building branding, awareness, trust, purchase intent, word-of-mouth, lowering acquisition costs and increasing engagement with target audiences. Unlike advertising, content initiatives are continual, placing new demands not just on marketing organizations but also across the enterprise as a whole.  This report, based on qualitative interviews with 56 brands and agencies, looks at how organizations are shifting priorities and resources to strategically and effectively leverage content marketing to amplify marketing messages while lowering advertising expenditure.  We believe there are four stages organizations evolve through in their quest to market efficiently with content. Not every company will reach every stage; the pinnacle is more aspirational than real for most. Yet to effectively market with content organizational change and transformation must be driven from the top level of the organization. Left to the marketing department alone, success will be limited. New skills must be developed and training offered, both in digital technologies as well as in job functions more aligned with the responsibilities found at a newspaper, magazine or broadcaster than in classic marketing functions. Content requires more speed and agility than does marketing, yet at the same time it must be aligned with metrics that conform to the business’ strategic marketing goals. 
  • Content marketing is owned and earned media.Unlike advertising, which is push messaging in rented time or space in print or broadcast media, content marketing is pull marketing, the marketing of attraction, in media that belongs to the organization creating the message. This can be a social channel, such as Facebook or YouTube, or a wholly owned web site or app.Creating and publishing media places enormous new demands not only on marketing departments, but on the enterprise as a whole.Due to shifts in consumer attention, companies are challenged to move beyond episodic, short duration “push” campaign initiatives into longer-term, often continual “pull” content marketing initiatives that require new strategic approaches. To continually attract and engage consumers requires companies to develop new skills. They must learn to think and to function as publishers, producers and often, as community managers. Content creation and distribution places new and continual demands on the enterprise as a whole, not just the marketing department. And frequently, content necessitates operating in real-time environments, including evenings, weekends and holidays. To meet this challenge, organizations must rebalance.They must evolve from advertisers into storytellers. Advertisers interrupt consumers with messaging that’s overwhelmingly ‘me’ oriented: my product, my service. Storytellers attract, beguile, entertain and inform. They are sought out and revisited. Often, they’ll enter into dialogue with their audience. They’re attuned to nuanced reactions and will adjust their narratives accordingly, whether a shift in tone of voice or a deeper dive into what was originally just a backstory. 
  • Personas: The archetype characters that represent the varying segments of a target audience.Iron Mountain key services: Information Management; Data Protection and Recovery; Information DestructionIron Mountain's marketing team found that its product development priorities were driven more by advancements in technology than by customer challenges and pain points. To help remedy this — and therefore increase product differentiation and fit — visionary product marketing managers created personas that helped them understand the goals, attitudes, and behaviors of both institutional buyers and end users of their products. These personas have helped to create a shared vision of users among disparate stakeholders and to improve email marketing campaign responses by up to 300%. Technology product management and marketing professionals interested in emulating Iron Mountain's persona success should make sure their personas are based on sound fundamentals, focus on one project at a time, and get stakeholder buy-in early to promote persona use throughout the organization.Sources:http://www.forrester.com/rb/Research/case_study_iron_mountain_uses_personas_for/q/id/47050/t/2 http://topliners.eloqua.com/servlet/JiveServlet/previewBody/1663-102-2-2110/Persona%20Development.pdf
  • Eloqua is a privately held company that sells digital marketing automation software.  The company was already creating some content when  Joe Chernov was promoted to the newly created role of vice president of content marketing.  Given the metrics-driven nature of the company’s products and services, Chernov knew he would have to prove the value of his own marketing efforts while creating content that positioned Eloqua as a thought leader in the marketing industry. Chernov launched a corporate blog and worked on a series of free ebook guides, white papers, webinars, infographics, and other educational content. He also hired a former journalist as a full time corporate reporter.Leveraging internal experts as bloggers, Eloqua's corporate blog reached the Ad Age Power 150 within its first year.  Chernov used the blog to promote the company’s free content, made trackable by requiring visitors to provide their name, email, phone number, company and job title in order to download it.  This data enabled Chernov to connect the dots between revenue and content. Four free guides were directly attributable to $2.5 million in revenue in 2010.  Not only can Eloqua directly connect revenue with content, they can also evaluate lead quality. On average, 17 percent of visitors to Eloqua.com are VP or higher, but 25 percent of visitors who find the site via content pieces are VP or higher. The Takeoff stage of Altimeter's content marketing maturity model requires an organization to implement a measurement framework to demonstrate content’s value to the organization.
  • Jamie Grenney, VP of Social Media and Online Video for Salesforce:“Salesforce.com is the enterprise cloud computing company -- more than 67,000 customers use our cloud platform and apps to help run their businesses. Of the various social media channels we use to engage our community, YouTube has emerged as the most important for our business because it allows us to deliver a rich and concise message with perfect fidelity.We looked at a number of different approaches to publishing video both on our own website as well as other sites on the web. Given that YouTube is such a large percentage of online video, we knew it was a platform that we couldn't overlook. View counts are weighted heavily in search and are an important part of what makes a video interesting to other viewers.Today, all our video content is hosted on YouTube and we use the YouTube APIs to serve up videos in branded players on our website.”SOURCES:http://www.slideshare.net/Salesforce/video-creation-for-b2b-marketers (updated stats vs. interview below)http://ytbizblog.blogspot.com/2010/02/five-questions-for-jamie-grenney-senior.html
  • Red Bull, the Austria-based energy drink company with 3.78B euros in annual revenue, has long been recognized as a content powerhouse. It produces high-energy, maximum impact, visually stimulating artifacts that directly tie in to its extreme energy drink branding and related sports and aviation sponsorship. Its focus on permeating global culture with its branded and brand-related content has proven so successful that Red Bull continued to “soar” with the addition of RedBullContentPool.com – an e-commerce website that allows (primarily commercial) users to license clips from the brand’s extensive video content library.In addition to the ability to license nearly 8,000 videos on RedBullContentPool.com, users interested in Red Bull’s photography may visit an alternate site that offers more than 42,000 photos free to anyone using them for editorial purposes. The company also offers specific pieces of content for download via iTunes, owns a record label and publishes a print magazine, among many other media initiatives. Red Bull’s complex distribution model allows it to utilize content to its maximum potential in both revenue generation and impact on global culture. Other companies within the Soar stage of Altimeter Group’s content marketing maturity model may pursue similar commercial media licensing, syndication and distribution models to grow the reach, impact and ROI of their content, ultimately creating additional opportunities to generate earned media in the process.
  • There are a ridiculous number of names for it: native advertising, custom content, sponsored content, branded content, content marketing, collaborative content. Or you can kick it old skool and go with plain, old fashioned “advertorial.”Whatever you call it, getting brand-generated content onto the pages of “real” publishing properties is becoming a real business, albeit in many guises. It’s all part of rapid convergence of paid, owned and earned media.
  • Remington created the i-LIGHT Pro, an innovative consumer product enabling at-home professional hair removal for a fraction of the cost of in-office visits. There is a huge available market of buyers for the i-LIGHT Pro, but nobody is searching on Google for something they don’t know exists. Given this challenge, Remington came to OneSpot to leverage their content assets to create demand for their innovative i-LIGHT Pro product.The communications team at Remington had already created the Remington Ready website featuring exclusive beauty and fashion content on how-to tips, tools, trends, and tricks of the trade. Through this website, they started to engage an audience around Remington products. After tapping out organic sources to drive traffic (e.g. Website search engine optimization, Facebook page, etc), Remington learned about OneSpot’s content monetization solution.STEP 1: OneSpot consumes the RSS feed of the Remington Ready website and automatically turns each beauty and fashion article into a “native ad” which OneSpot places across the web.Unlike other “fire and forget” traffic sources which can often drive unqualified traffic, OneSpot learns which users engage in the Remington Ready content and re-targets readers from organic and paid traffic for a fraction of the cost of paid click networks. The economics compare favorably to the sending of a post to an acquired list of Facebook fans. By analyzing sources of engaged traffic via big data machine learning, Onespot places ads with the highest efficacy across all web traffic sources. OneSpot delivers a CPE (Cost Per Engagement) for less than $0.50 with Remington and for most clients. Many ad traffic sources (e.g. Facebook) can’t deliver a click for less than $0.70, let alone engagement that matters.STEP 2: Driving traffic to Remington Ready’s website was only the first step of Remington’s content monetization campaign. The next step involved sequencing content and product offers in an intelligent and scalable way to drive sales of the i-LIGHT Pro product. After a user engages with the Remington content, OneSpot re-targets these users with ads from trusted 3rd party articles which educate and create awareness for the i-LIGHT Pro category.STEP 3: The final step of Remington’s content monetization campaign involves retargeting users with OneSpot ads for product content articles on Remington’s website from which the user can click on integrated merchandising calls to action to purchase the product:Since OneSpot handles the entire content sequencing campaign, OneSpot eliminates the complexity required to integrate disconnected value networks (e.g. social, ad exchanges, website RSS feeds, website analytics, etc) by offering a simple, easy-to-use one-stop solution for content monetization campaigns. Besides the ease-of-use value proposition, integrating across these disconnected value networks allows OneSpot to optimize every organic visit and ad dollar.Remington Key Metrics • i-LIGHT Pro 3rd party media (earned): $0.44 CPE, 80% of clicks > 0.48% CTR • i-LIGHT Pro product content (owned): $0.42 CPE, 80% of clicks > 0.35% CTRSOURCE: http://onespot.com/customers/
  • Similar to Facebook’s Sponsored Stories, which can reveal recommendations from thought leaders and influencers, this platform empowers brands to choose articles or stories from across the web and social channels to help influence customers to make a purchase decision. PirouzNilforoush, a co-founder, says that it focuses on three main capabilities: discover, amplify, and measure.With discover, inPowered will allow you to search and analyze the impact of your earned media, specifically how many people are being influenced by these stories and how many are sharing them. With amplification, brands will be able to push select stories out into ads powered through the platform, in addition to your Facebook and Twitter accounts. Lastly, with measure, metrics are important to any brand and the system will enable marketers to measure the benefit that they receive through this earned media platform versus regular advertising.Brands can now manage their own campaigns and choose what earned media stories they wish to display on their advertising. These ads can be served throughout the Netshelter network or through Google or any host of other ad placements. You might think of this as the earned media’s version of Google AdSense, complete with all the metrics, platform, and payment processing as well (you set what you want to spend and you’re only charged when someone clicks and reads/shares the article).SOURCE: http://thenextweb.com/insider/2012/11/05/netshelter-introduces-inpowered-earned-media-advertising-platform/
  • Here is how Ricochet works: A brand selects articles from any of the Times Company’s Web sites that are consistent with the brand’s content strategy. The Ricochet Platform (patent pending) then creates a unique Web address that binds the brand’s advertising to those articles for a set duration. During that duration the brand can share the Ricochet links through any of its owned media channels and across social media including Facebook, Twitter, eNewsletters, Google+ and more.In conjunction with media agency Mindshare Worldwide, SAP is the first advertiser to utilize the product. SAP’s use of Ricochet for its ad campaign will feature articles from NYTimes.com. An example of one of the SAP-selected articles can be viewed here: http://r-i.co/ve. Here is that same article, as it appears to anyone who navigates to the page without using the Ricochet link: http://bits.blogs.nytimes.com/2012/04/19/supercomputing-rented-by-the-hour/.SAP plans to use the service to balance its marketing approach across both push and pull marketing by attracting the right kind of customers with The New York Times’s respected content and then providing a targeted advertising message—all delivered through SAP’s Web properties and social accounts. The service will be utilized by SAP’s official social media accounts as well as by key influencers within the company. The service will also tie into SAP’s new “Run Like Never Before” global advertising campaign launched last week.
  • Content that morphs into ad units takes on other forms as well. inPowered (formerly Netshelter) is a new advertising product that turns “expert” content into a ad unit. Say you’re Samsung, and Engadget just ran a rave review of your latest smartphone, for example. inPowered turns that review into an ad that can be run on other publishers’ sites.Arguably, another model of advertorial are those publishers whose business model makes them increasingly reliant on content contributed by outside experts, rather than their own editorial staff. What was long a trade publishing model is now commonplace on mainstream B2B sites, from content marketing plays such as American Express’ OPEN Forum, web pure-plays such as the Huffington Post, to established editorial brands, most notably Forbes. While arguably this isn’t advertorial because the contributors don’t pay the publisher to contribute (and in some cases are compensated, albeit never handsomely), the reality is this, too, is a form of content marketing. Contributors are selling their companies, professional services, domain expertise and personal brands.“Native advertising” takes many guises, and an equal number of pricing models. Some publishers charges basic CPM or CPC rates. Others calculate costs based on positioning on the page, maintaining a “featured” position over a predetermined period of time, as well as additional and often premium pricing for adjacent ad units from the brand contributing the content (think brand “surround sound”). Sometimes the publisher will help create the content (think Buzzfeed), more often it’s incumbent on the advertiser or their agency both to conceive of as well as to execute the creative.The real challenge of this type of advertising is an entire set of new standards and practices publishers must define as the traditionally inviolable wall between editorial and publishing becomes increasingly porous and permeable. It’s not as if sponsored, branded and contributed content shouldn’t happen. It should, but within limits and parameters it’s incumbent on the publisher for setting and enforcing to maintain and defend brand credibility while at the same time exploring new models.Some publishers are do better at this than others. Before the ad or editorial teams open the doors to contributed or branded copy, publishers must define and commit to these eight critical points.
  • Where is future content confidence held?SEO people need to be at the table at this point in the game in order to plan for the SEO of these new types of media.How do youoptimize non-textcontent?How do you optimize for mobile - one of the largest "confidence mediums" in the chart?Educational content is really easy to optimize but it's going down in confidenceLink strategies - social graphs in search - link strategies and keywords - that will all tie in here
  • SOURCES: http://www.mobilemarketer.com/cms/news/social-networks/12174.htmlhttp://blog.performics.com/search/2012/03/pinterest-opportunities-strategies-for-brands.htmlFor example, Etsy uses its Pinterest account to share items that consumers can buy via the online retailer. When users view an item on a handset, Pinterest realizes that the user is accessing the site via mobile and redirects her to Etsy’s mobile site where she can buy the product.Because Etsy has both a Web site and a mobile site, the online retailer is able to drive sales effectively via Pinterest.69,000+ Pinterest followers, 23 boards and 11,000+ pins as of March 2012March 30, 2012#retail#mobile#app#ecommerce#jaimy
  • http://www.bhgrealestate.com/BlogRich content marketing strategyMobile AppFacebookTwitterFlickrYouTube Channel, video seriesPinterestTraining and guidance for franchisees #realty#social #integration #POE#dialog #support#jessica
  • Corning produced a corporate video for shareholders extolling the near-future of high-tech consumer products made of glass. Entitled, “A Day Made of Glass,” the six-minute video (that’s a very long running time on the Internet!) was shown in early 2011 at an investor event. Less than six weeks later, it was the most-watched corporate video of all time, with 8 million YouTube views and climbing (and a great example of recycling content assets).#manufacturing#youtube#dialog#contentmarketing #POE#jaimy
  • K-Swiss and agency 72andSunny raised eyebrows in 2010 when they debuted a campaign for K-Swiss’ new Tubes shoe fronted by the foul-mouthed, burned out HBO’s Eastbound & Down’s pitcher character co-created and played by Danny McBride.The campaign was notable for a few reasons, not least of which was the simple fact that a marketer was putting its brand in the hands of such a spectacularly non-aspirational (fictional) athlete. But the campaign also marked an unusual three-way co-branding exercise, simultaneously promoting Tubes, season 2 of Eastbound, which was scheduled to launch a month after the campaign broke, and a Hollywood star on the rise.Powers’ return is an indicator of the success of that inaugural campaign, and not just as a giant Eastbound promo. The videos earned millions of views online (a million on FunnyorDie), resulted in a 1256% increase in Facebook fans and landed the brand atop the “biggest buzz” list in industry trade Footwear News. Perhaps more to the point, K-Swiss also reports a 250% increase in online sales post-Powers.K-Swiss has continued making the Powers videos to promote other products after the success of its Tubes sales. SOURCE: http://www.fastcocreate.com/1679194/kenny-powers-returns-for-second-k-swiss-campaignMarch 19, 2012#fashion #retail#youtube#contentmarketing #POE #Jaimy
  • let's add infographic examples, video, talk about rise of Pinterest, how content accompanied by an image always garners more clickthru/pageviews than plan text.
  • Stew Langille (previous Director of Marketing for Mint.com, now CEO of visual.lyhttp://visual.ly/about/team/CEOStew first saw the potential for the role infographics and data could play in his previous role as Director of Marketing at Mint.com and post acquisition at Intuit. Not only were the infographics that Mint.com produced a great way of presenting complex topics, they generated 30 times more traffic than a comparable text based article. He built the data business at Mint.com and is a pioneer in the use of data as a marketing vehicle for both publishers and brands. Prior to Mint.com, Stew founded iKobo, a mobile payments company.Mint.com’s blog does an excellent job in visualizing financial data. Some infographics, such as China vs United States: A Visual Comparison, received almost 3,000 Diggs and huge penetration in StumbleUpon. Had this been a textual article, it’s safe to say that it wouldn’t have had near the penetration. For Mint.com, infographics have been the key to success for massive amounts of traffic and links.Updated Nov. 16, 2011 (No original case study date given)#finance #regulated#infographic #contentmarketing#blog#dialog#jaimy
  • The New York Giants digital team created a year-round program of social promotion and curation campaigns to cultivate engagement with fans on and off the field. Beginning in the pre-season, they would become the first professional sport team to integrate live tweets both in the stadium and on TV for viewers at home. Using social curation, tweets were enabled on-site via the stadium Jumbotron, while simultaneously televised; there were website polls and pre-game Twitter Q&As.The team also created a Twitter-based commerce tie-ins for shop.giants.com. http://www.giants.com/news-and-blogs/article-1/Giants-Kickoff-Season-with-Real-Team-Social-Integration/6e84ff6f-960e-4236-b5e1-be5138675251Result:  Increased ecommerce sales via Twitter-driven discount; Twitter followers grew 122.87% in the 2011 preseason (7/28 – 9/12). Team jumped from ranking 20th to ranking 3rd for most NFL Twitter followers. Halloween Costume Contest Campaign attracted 7,000 votes, driving amplification and awareness. (Agency: Mass Relevance)
  • ClearChannel has a recent and very integrated example of converging media through digital billboards, gesture recognition, and social media interaction with their Crowdplay Media approach, designed to engage consumers and woo advertisers. This summer, ClearChannelSpectacolor is activating the “Times Square Dunk Tank.” The campaign will run on the hour throughout the summer and starts with a carnival barker inviting passers-by to help dunk the Painted Lady (actress/model Sabina Kelley), or the Strong Man (stuntman Robert Miller).ClearChannel integrated digital channels as part of the engagement process, inviting players to watch on YouTube and vote on Twitter to determine who gets dunked. (Tweets are broadcast on the Jumbotron). When voting closes, a giant augmented reality ball is released “into” the crowd, which they can bounce until it hits the target (the dunkee).Results: Dunking occurs 3X per hour, and results thus far indicate ClearChannel sees c. 500 participants per dunking; 1,500 people per hour. In addition to the live events, ClearChannel created a YouTube channel and a Facebook page and application as a virtual campaign home base. Participants nationwide will submit video auditions online to be chosen as “the dunkee” to be flown to L.A. and New York over Labor Day Weekend for filming.
  • SOURCE: http://media.twitter.com/90/oxygen-live#more-90Bad Girls Club is Oxygen’s biggest show, with more than two million viewers per episode. In the beginning of its fourth season, the network piloted a program called OxygenLive: a “social viewing party” with talent from the show, pulling comments and conversation from several networks, including Twitter, into a central hub.Results:During the East Coast airing, where they piloted the OxygenLive party, ratings for adults 18-49 were up 92% from the previous season. (109% for females 18-49.)During the West Coast airing, where they did not initially pilot OxygenLive, ratings were up only 14%. (And only 9% for females 18-49.)April 9, 2012#entertainment#facebook #twitter#innovate#integration #contentmarketing#jaimy
  • http://www.scanlife.com/en/gl-case-studies?view=details&id=30http://mashable.com/2011/03/22/mobile-barcodes-home-depot/The ChallengeThe Home Depot wanted to give customers more dynamic information on all of their products from a variety of different media. It turned to QR Codes as a flexible tool, and needed a centralized code management platform to work across multiple divisions within the organization.The Scanlife SolutionThe Home Depot has deployed hundreds of codes from the platform on media like newspaper circulars, in-store signage, local events, and more. Each of the codes link to relevant content based on the product the customer is scanning with options like video demos, useful tips, and even an option to “buy it now.”Tags:#mobile #Qrcodes#retail #cpg#engage #enrich#multichannel#jessica
  • DATE: June 27, 2011SOURCE: https://www.google.com/search?q=HR+block+app&oe=utf-8&rls=org.mozilla:en-US:official&client=firefox-a&um=1&ie=UTF-8&hl=en&tbm=isch&source=og&sa=N&tab=wi&authuser=0&biw=951&bih=585&sei=L_DCTpueLInViAKtg7XcCw#financial #b2c#mobile#support#andyThisis aniphone app, there is also a mobile website (below).http://mobile.hrblock.com/
  • ChallengeMost consumers do not save enough or invest properly for retirement especially with younger audiences like Gen Y. MassMutual wanted to make them think about retirement in a fun/enlightening way so they would reassess their plans and allocations. How to influence younger audience to invest in their future? SolutionWe created an iPhone app that lets users take a peek at their future, challenges users to see how they will look at retirement age, places them in future humorous outcomes that highlight the need to plan or save properly and allows them to share their outcome on Facebook. The application is unbranded until the reveal of their future, when the connection to MassMutual is made explicit.http://www.acsysinteractive.com/work/case_studies/mm_iphone.aspx#financial #regulated#mobile#support#jessica
  • SilvaThe Walgreens/foursquare program is an example of the burgeoning SoLoMo technique in mobile commerce: social, local and mobile. The combination of these three ways in which people shop, experts say, can be a potent force.Consumers who check in at a Walgreens store via the foursquare mobile social network instantly receive a coupon for a special offer. What’s more, the coupon can be scanned directly from the smartphone, mobile functionality that puts Walgreens far ahead of the pack.“We’re using mobile technology and social media to better engage Walgreens customers, to give them convenient channels to interact with us, and to deliver products, services and savings they truly value,” says SonaChawla, Walgreens president of e-commerce. “Foursquare shares our commitment to innovation and together we’ve developed some unique, breakthrough offerings that cater to today’s tech-savvy consumers. With this program, it’s just check in and the coupon is displayed instantly.”SOURCE: http://www.internetretailer.com/2012/03/07/walgreens-gives-solomo-shoppers-instant-gratification#mobile #social #location#app#foursquare#retail#promotion#jaimy
  • SOURCE:https://www.mint.com/how-it-works/anywhere/iphone/DATE: July 5, 2011Tags:#mobile#financial#productivity
  • There are a ridiculous number of names for it: native advertising, custom content, sponsored content, branded content, content marketing, collaborative content. Or you can kick it old skool and go with plain, old fashioned “advertorial.”Whatever you call it, getting brand-generated content onto the pages of “real” publishing properties is becoming a real business, albeit in many guises. It’s all part of rapid convergence of paid, owned and earned media.
  • http://www.forbes.com/sites/lisaarthur/2012/02/08/five-years-from-now-cmos-will-spend-more-on-it-than-cios-do/http://www.zdnet.com/research-the-devalued-future-of-it-in-a-marketing-world-7000003989/http://www.catapultadvisors.com/blog/follow-the-money-move-over-cios-and-make-way-for-the-cmoIT infrastructure is a cost: no business generates more revenues by installing a bank of new servers, adding storage, or installing best-of-breed security systems. Sure, no successful organization can afford to ignore these vital investments, but they do not directly produce incremental sales.The Customer is king: making sure your customers have a positive experience with your company and brand is more important than ever.Customer experience is key: delivering a personalized experience that is consistent across channels is what today’s customer wants and expects.Customer experience requires Big Data:  marketers must be able to analyze customer behavior through massive investments in data analytics and other customer-centric technologies.Marketing is going digital: the convergence of social, mobile and cloud computing have given way to new technologies around digital marketing that are only now beginning to scratch the surface—this will take years to mature.“Marketing is the new Finance”: because digital marketing spend can be measured with granularity from initial impression all the way through to closed sale, ROI can be measured, tracked and proven.Relationships trump transactions: through increased technology investments, CMOs today can develop relationships with their customers – something the CIO could rarely achieve.ROI means new clout for CMOs: because of the old adage, “if you can’t measure it, you can’t manage it” CMOs have long had an adversarial relationship with the CFO. Now armed with proven ROI as a result of investments in digital marketing technologies, leading CMOs are not only partnering effectively with the CFO, but also garnering a larger piece of the budget pie.?Here are six reasons I see in The CMO Survey™ data and in my research.New jobs: Marketing appears to be taking a leadership role in managing social media activities in companies. Given social media spending as a percent of marketing budgets is expected to rise from 7.6% to 18.8% over the next 5 years, this means new funds are flowing toward marketing.New skills: Companies plan to increase marketing training by 3.7% in February 2012 to 7.2% in August 2012. In particular, I see many companies in investing in programs to build marketing capabilities. A good example is GE’s Experienced Commercial Leadership Program, which develops cohorts of young marketers for the company. Another example is Becton Dickinson’s Marketing Excellence Initiative, which provides non-marketers with a big dose of training in key marketing tools and processes.New knowledge: Big Data has captured the imaginations of leaders in companies big and small. The ability to leverage information about customers in order to deliver and demonstrate value opens the door for marketers to fill the role as analysts and “data whisperers” as McKinsey calls them. As noted by McKinsey in its Chief Marketing and Sales Officer forum, “Data whisperers are those analysts who can coax meaning and insights from the increasingly sophisticated and massive data sets available today.” New growth: Experience of the recession reminds leaders that growth is not a certain prospect and that they need to seek out new markets for existing offerings and develop new products and services. Both types of growth areexpected to rise over the next year. Currently, marketing plays a leadership role in innovation in only 39% of firms. This means that growth strategies are driven by strategy, finance, or R&D, none of which necessarily has the customer as their primary focus. As these strategies falter, I expect business leaders will recognize that new growth must have a stronger customer focus, which marketing can uniquely provide.
  • As marketing tools, data sources, data size kept growing, WS sought to achieve real marketing attribution at scale.
  • http://blog.revolutionanalytics.com/2012/08/how-williams-sonoma-uses-r-to-target-customers-online.htmlhttp://www.internetretailer.com/2012/08/14/williams-sonoma-targets-e-customers-treatment-approachhttp://www.infoworld.com/d/big-data/williams-sonoma-uses-big-data-zero-in-customers-206641?page=0,1“You can determine who to pull into or out of the mail stream depending on their sensitivity to catalog marketing,”Namboodiri says. Then Williams-Sonoma can target those customers with online marketing campaigns instead.
  • http://www.infoworld.com/d/big-data/williams-sonoma-uses-big-data-zero-in-customers-206641?page=0,1UpStream draws data from dozens of distinct sources and uses Big Data statistical models to optimize marketing operations for Williams Sonoma and many other retail clients: The underlying algorithms, developed by statisticians at UpStream, are developed using the R language and deployed to production with Revolution R Enterprise. As described in this Revolution Analytics case study, UpStream draws data from dozens of distinct sources and uses Big Data statistical models to optimize marketing operations for Williams Sonoma and many other retail clients: To handle both the big data and data silo challenges, UpStream's hosted service usesHadoop as both ETL (extract-transform-load) middleware and as a distributed processing data store. Hadoop is used to prepare the data from marketing programs and score consumers' behavior: Consumer X clicked on an ad and purchased a product, and so on. Williams-Sonoma provides its in-house marketing data (website visits, mobile sites, call center data, and more) to UpStream, which aggregates it with third-party consumer data from brokers like Experian.
  • http://www.infoworld.com/d/big-data/williams-sonoma-uses-big-data-zero-in-customers-206641?page=0,1
  • The term "gamification" describes the use of game mechanics, such as challenges, achievements and rewards, to drive certain consumer behaviors in what are traditionally non-gaming contexts, such as television services, energy or health.Currently, more than 40 percent of U.S. consumers play video games at least once per month, and that percentage is increasing with the growing adoption of smartphones and tablets.Make It FunBy introducing a gamification initiative, companies can achieve multiple objectives:attract new users/customers, including hard-to-reach segments;retain existing users/customers;engage existing users/customers, consequently driving their actions toward specific behaviors (such as more spending); anddifferentiate offerings from those of competitors.Gamification captures audience attention but also heightens engagement, introducing fun into routine, often staid activities. It can leverage social networks' viral nature to build buzz around a specific offering and thus improves advertisers' chances to attract broader, more engaged audiences.http://www.ecommercetimes.com/story/76923.html
  • The term "gamification" describes the use of game mechanics, such as challenges, achievements and rewards, to drive certain consumer behaviors in what are traditionally non-gaming contexts, such as television services, energy or health.Currently, more than 40 percent of U.S. consumers play video games at least once per month, and that percentage is increasing with the growing adoption of smartphones and tablets.Make It FunBy introducing a gamification initiative, companies can achieve multiple objectives:attract new users/customers, including hard-to-reach segments;retain existing users/customers;engage existing users/customers, consequently driving their actions toward specific behaviors (such as more spending); anddifferentiate offerings from those of competitors.Gamification captures audience attention but also heightens engagement, introducing fun into routine, often staid activities. It can leverage social networks' viral nature to build buzz around a specific offering and thus improves advertisers' chances to attract broader, more engaged audiences.http://www.ecommercetimes.com/story/76923.html
  • [1] http://www.redcrossracing.comThe Red Cross blog provides information to help people respond in emergencies. The corporate blog links to local chapter blogs. There are also local chapter twitter accounts. The corporate twitter accounts (@redcross ~480K followers, @safeandwell ~4.5K followers [inactive], @redcrossracing ~1.4K followers) are fairly active. The Facebook page (/redcross) is informative, providing news and information to find a local chapter. Red Cross is also running a campaign with NASCAR, American Red Cross Racing. Users donate blood to gain points towards prizes.August 11, 2011 (Updated Nov. 16, 2011)#health #nonprofit#gamification#innoplat#innovate#jon #jaimy
  • http://online.wsj.com/article/SB10001424052970204294504576615371783795248.html#slide/2LiveOps Inc., which runs virtual call centers, uses gamification to help improve performance of its 20,000 independent contractor call agents. It gives out virtual badges and points for tasks such as keeping calls brief and closing sales. Leaderboards let the agents compare their achievements.#media#community#dialog#gamification #support #socialsupport#Andrew
  • http://scn.sap.com/docs/DOC-18427#b2b #tech#community#innovate#gamification#andrew
  • And slay a few zombies in the process.
  • http://blogs.intel.com/marketeer-musings/2012/06/22/the-blending-of-media/Nancy Bhagat is Vice President of Sales and Marketing at Intel, and serves as Director of Marketing Strategy and Campaigns.
  • PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
  • This slide uses animation to depict old model (silo’d, no communication/ collaboration) vs. new model (cross-agency/ cross vendor collaboration and communication, all working towards singular and consistent brand experience)

Outlook: 2013 Marketing, Advertising & Social Media Trends Outlook: 2013 Marketing, Advertising & Social Media Trends Presentation Transcript