The Converged Media Imperative

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Paid, owned and earned media convergence, with an emphasis on "earned" for the 2013 Bazaarvoice Summit …

Paid, owned and earned media convergence, with an emphasis on "earned" for the 2013 Bazaarvoice Summit
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  • http://static6.businessinsider.com/image/4d6eb01ccadcbbca07010000/times-square-new-york.jpgThe average person sees some 3,000 brand impressions every day.1 The media and information they consume might originate in traditional media, social media, advertising, or — with increasing frequency — a hybrid of all three. Consumers rarely pause to note provenance. Media are a veritable blur. The primary quest is for information, entertainment, or shopping. The goal is simply to find the “right” media, be it paid, owned or earned, along this highly dynamic customer journey. Brands are challenged to intercept this elusive customer and cut through the media clutter, regardless of whatever channel or medium consumers are engaged with.
  • ANIMATED SLIDE, MUST BE IN PRESENTATION MODE TO PLAYBut despite a fragmented industry, media are converging because consumers demand itComplexity is increasing in the business space. Consider these facts:There are new sources of information: Aside from press, media, analysts they are also relying on the crowd, friends, colleagues. Soon augmented reality will allow for new data forms we’ve not yet seen. (that’s about 5 factors)New forms of media: The channels as we know them Paid Owned and Earned are starting to intermix, as a result a new form of media is impacting them. Social websites have social ads, making content and advertising a new form. (that’s about 3 factors)New screens: Traditionally we’ve thought of TV, Laptop, and Mobile, but now we must factor in a tablet experience (which is different than the aforementioned) and with Google Glass augmented reality coming, that will be a fifth screen to build a strategy for. (that’s 5 factors)To understand the complexity, this model suggests 5 X 3 X 5 which is 75 different permutations. Next, the brand must understand this for every single phase: awareness, consideration, intent, purchase, support, loyalty, advocacy, (that’s 7 steps, resulting in 525 permutations per persona) then multiple times every product group and then geography, the math is staggering on the complexity.
  • Gray area: eg. RetweetsOutlying channels don’t neatly conform to the categories of paid/owned/earned media. This is to be expected from some forms of digital media. Online contests and sweepstakes, for example, are often hybrids of paid, owned, and earned media. And as mentioned above, shared media (“likes,” “retweets,” “shares,” etc.) are considered by some to be a wholly separate channel from earned media. Moreover, shared media may or may not contain original content (e.g., a comment or other earned media) added by the sharer. Co-created content is another category that could be assigned to earned or to shared media. We acknowledge these arguments, but for the purpose of this report we will consider “shared” media to be part of earned.Definitions for Reference- 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.
  • This product was an enormous inspiration for our research
  • https://business.twitter.com/en/optimize/case-studies/sharpie/Tags:#retail #art#b2c #teens #poe #paid #ugc#jessica
  • Sephora partnered with Lithium in September 2010 to launch theBeauty Talk community with the following goals:to build the Sephora brand,to establish Sephora’s expertise in the beauty world,and to drive sales and loyalty. The customer response to the launch of Beauty Talk was tremendous. Sephora’s VP of Interactive, Bridget Dolan, started noticing something interesting. On Facebook, Sephora fans ask good questions, but their questions are usually short, and they’ll just ask for a product recommendation, like “What’s a good moisturizer for dry skin?” In the Beauty Talk community, there’s lots more context. They’ll talk about their age, a little about who they are, their personal style, etc. And as a result, the answers in Beauty Talk are far more relevant, tailored, and actionable for customers. It’s a very supportive community.In many cases, the Beauty Talk members who provide support and advice are the superfans, who Sephora calls the VIBs. These superfans spend an average of 33 hours per month on Beauty Talk, and they outspend the average Sephora customer 10 to 1!Superfans fit with a phenomenon Lithium has seen across many communities: they’re the 1% of users who create 50% of the content. That content is extremely valuable to Sephora. That’s why, when someone queries Google for “the right mascara for the minimum look”, they see a Beauty Talk post as the first search result.April 30, 2012<tags>#fashion #retail#community#innovate #advocate#jaimy
  • THIS EXAMPLE IS GREAT FOR STRONG BRAND MESSAGING, BOTH OWNED AND EARNED ARE RIGHT ON BRAND. Canon inspires fans to new levels of creativity with this user-generated photo contest on YouTubePhoto uploads via Flickr, Facebook, and other sourcesReal-time discussions across Twitter, Facebook, & YouTubePhoto voting, viewing, sharingWinning photos inspired a Ron Howard film1.7 million YouTube channel views 138,000 photo submissions21,000 votes cast23,000 posts192 press mentions, 415 blog mentions40% increase in positive sentimentTags:#photography #ce#POE #earned #influencer #convergedmedia#youtube#jessica
  • The safe and easy to control app environment is what Nike chose too to enable customers design their own sneakers and also use these crowdsourced input as valuable market research, through NikeiD store and mobile app. Nike spiced up its NikeiD community with some social features and game mechanichs as Nike’s iD Nation community not onlychallenges consumers to design the ultimate pair of Nikes but also to share their style and designs for a chance to become #1 designer in Nike’s iDNation. Photo iD – Inspiration Anywhere. Capture your inspiration in an instant. See something you like? Snap it and let Photo iD do the work. It will process your chosen inspiration and create a unique color palette just for you. You can also dig deep in your own personal photos for some ready-made inspiration. Once you have your unique palette all you have to do is pick your favorite color combination and a list of color-identified designs will be served up. Color Shuffle – Shake and Go. Have a design picked out, but want to lose control a little? Simply shake your iPhone and Color Shuffle will access millions of designs to serve up an unexpected color combo for any style.Color Picker – Get Directive with the colors you want. Search the color combinations that matter to you by selecting one or two colors to find your perfect design. myLOCKER – Pick it. Pack it. Post it. Once your favorite shoe is locked in, move to “Personal iD” to add your own ID or graphic. Finish the design, buy it or stash it in myLOCKER With myLOCKER you can pick up where you left off and share your design with others. 
  • April 12, 2010 (Updated Nov. 16, 2011)#fashion#innovate#supplychain#christine #jaimy
  • SOURCE:http://www.jonessoda.com/files_4/yrlab.phpDATE: April 12, 2010<tags>#foodbev #retail#innovate #crowdsource#christine
  • SOURCE: http://thecustomerevolution.blogspot.com/2010/12/giffgaff-case-study-of-customers-in.htmlhttp://www.lithium.com/pdfs/casestudies/Lithium-giffgaff-Case-Study.pdfGiffgaff Means What It Says ‘giffgaff’ is an old Scottish term that refers to the process of mutual giving—a name completely in keeping for a company whose passionate andknowledgeable users are not only the front line of customer support,but also a driving force in the running of the company itself, shaping product offerings, even marketing materials.Product co-creation - right from set-up GiffGaff engaged their target market in 2 way dialogue, asking potential customers and early adopters to decide on how best to structure their tariffs. Similar to Dell IdeaStorm, GiffGaff have continued their Ideas page and at the point of writing they have implemented 112 ideas direct from their community.Community support – the GiffGaff community is perhaps best shown within customer service. All of GiffGaff’s customer service is online. They pro-actively push information out to their notice boards page e.g. service issues. They publish customer-generated tips and tricks and FAQs. They also make extensive use of their community forum for peer to peer support (supported by intervention and moderation by GiffGaff employees when required).The community has radically cut customer support costs compared to the traditional contact centre-centric model. GiffGaff estimated that if O2 could replicate the model with just 25% of their customers participating, they could save c£20m per year.Payback Scheme - Perhaps the most innovative aspect of the community forum is that users are incentivised to participate through the use of a payback scheme. The payback scheme rewards GiffGaff members for helping GiffGaff out with Kudos points which can either be redeemed for pre-pay credit, or donated to charity (of course a charity of the community’s choice!).Social Marketing – GiffGaff’s above the line marketing is minimal for a Telco company. Instead they prefer their customers to spread the word on their behalf. Again they use Kudos points as an incentive - customer’s get 50 points each time they e-mail a friend or 500 points for each SIM card they send to a friend that is activated (where 1 point = 1p). That’s not a bad cost of acquisition and advocacy generates 25% of new customer connections.GiffGaff’s results so far have been impressive and pretty interesting:50% of customer questions are answered via the community (as opposed to online self service or GiffGaff employee moderation).The average response time for any question posted in the forum (24x7) is under 3 minutes and 95% of all questions are answered within an hour. I suspect most Telco call centre customers would still be navigating an IVR after 3 minutes, let along speaking to an agent or having their problem resolved!GiffGaff‘s NPS score is 75 - way above the industry average and approaching that of Google or Apple. They publish their customer satisfaction scores here.GiffGaff have found that the traditional 90-9-1 model of participation (See Michael Wu’s blog for an explanation) has changed with their rewards system. They estimate that they have a 1-25-74 model i.e. a much higher percentage of occasional forum users.DATE: July 13, 2011#telco #tech #smb#community#support #advocate#jessica
  • 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.
  • 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.
  • JKO
  • NO ONE-SIZE-FITS-ALLA number of interview subjects mentioned building this awareness by conducting an audit to first understand where the brand sits relative to these forces (content, technology, industry, consumer behavior, channels, etc.).
  • Successfully architecting strategies around paid, owned, and earned media is analogous to designing a stool. The insights that come with 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.
  • RL PICK UP HEREWhile earned media is the most challenging to measure for direct ROI, it’s also the most powerful medium for achieving brand goals such as advocacy, loyalty, retention, and, ultimately, increased sales. But quality earned alone is not enough; brands must leverage paid and owned media to drive quantity. Many brands, agencies, and vendors interviewed reiterate that the main challenge to scale in earned media (and for the industry at large) lies in the immaturity of the technology and how it impacts agility.
  • Brands’ partner companies require briefs that define the scope of paid, owned, and earned convergence.
  • Design, voice, branding, and other creative elements must be agreed upon and defined across paid and owned channelsHumans build relationships with brands in the same ways they do with other humans: through ongoing interactions, establishing trust and mutual benefit/value. As digital channels continue to evolve, so does the audience’s options for consumption. Aligning content across channels is paramount for driving consistent brand messaging, value, look, and feel. Stakeholders across paid and owned channels must also be aligned on branding elements from day one.
  • Agility is a derivative of effective listening, measurement, and resource allocation, as well as market, cultural, and media awareness. The organization must also facilitate agility in its converged media strategy by providing the proper labor resources, buy-in from stakeholders, communication channels between these stakeholders (internal and external), and empowerment to act.Real-time capabilities (measurement, benchmarking, reporting, attribution, engagement, support, etc.) are what enable this agility and the ability to respond and act rapidly and efficiently — something particularly critical in earned media.
  • The empowered and dynamic customer has choices; choices in the platform they use to consume information, how social they want to be in the process, and the time of day they wish to do so. Thus, it’s important for brands to extend their presence across multiple channels and platform types. This distributed presence is a cornerstone to successful paid, earned, and owned integration, both in terms of brand ubiquity from a consumer standpoint and revealing demographic and behavioral insights from the brand standpoint.
  • Influencers can play a role to amplify the brand message across all media types, whether touting the product in an unprompted “earned” setting, being the voice of a “paid” campaign, or even through offering guidance or advice on an “owned” platform. Analysts, bloggers, celebrities, expert practitioners, and news commentators are just a few of these influential consumerswho carry large and engaged fan followings. Consider that mass influencers, those with the greatest online reach, account for less than a fifth of the online population, but comprise the vast majority (some four-fifths) of online impressions.The extent to which brands can leverage these key consumers depends on their ability to interact with them effectively. Brands must take special steps with these types of customers by ensuring a positive interaction (purchase, support, dialog, engagement), offering them brand experiences that resonate consistently and keeping their finger on the pulse/message/behavior of such key influencers.
  • 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.
  • Measure as much as possible! Go as deep as you can into attribution in order to separate the signal from the noise. Focus on what is driving the highest-quality signal.” And so the system for identifying KPIs must instruct the ongoing measurement itself. KPIs should be established at the onset, but brands must also constantly have their ears to the ground for engaging consumers along each step of the customer journey — from consideration to purchase, to support to loyalty. These metrics are fluid and may shift based on customer segment, platform, campaign assets and goals, even external forces like cultural events, etc. Measurement and analysis help marketers become smarter. In a world of converged media, they are the foundation from which investment potential is established, understood, optimized, and realized.
  • JKO STARTS HERE
  • Above: Altimeter found a workflow pattern based on 34 interviews, while we heard a variation on workflow patterns, this one was common
  • If your effort is kicking off, start by conducting analysis of what’s happened in earned, and owned channels. We often heard from interviews that earned tells you what target market is saying or where they are, which informs owned.  However in most cases, launches were built off existing products so analysis on owned was common.  This analysis should be conducted looking back several periods (months to years).
  • Often companies jump to decide what they say, without analyzing what people want to hear, and that’s why the prior phase on analysis and reporting was a requirement.  Companies can now develop a content strategy, but should understand how it changes and varies depending on the following variables:  product type, geography, channel, screen, and source of information.  Note that this spans many internal teams from corpcomm, brand marketing, media buying, social media team and all related agency partners.
  • This phase requires both internal governance on message and engagement orchestration that includes communication, internal collaboration, a series of meetings, a clear leader and the tools to support.  We’re currently seeing a variety of tools from CMS, media network management, and social media management system (SMMS) technologies span this environment.
  • Real time measurement and iteration (center item) should be occurring as a baseline, as a result, post-publication, teams will identify hot paths and hot conversations where content is resonating.  Then, teams should invest in sending in content experts, community managers, product leads, executives, or influencers to trigger further discussion.
  • New media units have been on the rise from Facebook and Twitter in the form of social ads.  These units often can be promoted based upon resonating with earned or owned content in social networks.  Double and triple down on content that’s resonating to reach a broader audience, or tap into the social graph by allowing those involved to share with their networks.
  • Nothing is static in this real time world –even your umbrella messaging and tag lines.  Understand that messaging must evolve and change in real time to meet needs the changes of the market.  Savvy marketers will know when to bend, by involving customers into these process –and know when to stay on overall message to lead market to a new stance in positioning.
  • RL DOES BULLETS 2-4

Transcript

  • 1. 1 Bazaarvoice Summit The Converged Media Imperative: How Brands Must Combine Paid, Owned & Earned MediaBazaarvoiceMarch 6, 2013Rebecca LiebDigital Advertising & Media Analyst
  • 2. 2 As consumption habits shift, brands require media ubiquity The average consumer sees c. 3,000 brand impressions daily. Media are converging and will continue to. Brands are challenged to intercept elusive customers, regardless of medium, channel or time of day© 2013 Altimeter Group
  • 3. 3 5 FACTORS 3 FACTORS 5 FACTORS 5X3X5=75 awareness consideration intent purchase support loyalty advocacy 75Xfactors 3 5 7=525© 2013 Altimeter Group
  • 4. 4 Digital Paid, Owned, and Earned media Display, banner ads Website Sponsored posts, ads Microsites PPC ads Blogs Pay per post blogging© 2013 Altimeter Group
  • 5. 5 Now, let‟s define Converged Media  Two or more channels of paid, earned, and owned media.  Consistent storyline, look, and feel.  All channels work in concert, enabling brands to reach customers throughout the customer journey© 2013 Altimeter Group 2012
  • 6. 6 What does this look like on Facebook? Paid Owned Earned© 2013 Altimeter Group
  • 7. 7 What does this look like on Twitter? Owned Paid Earned© 2013 Altimeter Group
  • 8. 8 Converged Media Example: Earned + Paid Earned Paid Bazaarvoice deploys paid ads with earned user ratings and reviews. Microsoft advertises with transparency; shoppers click to learn more from their peers.© 2013 Altimeter Group
  • 9. 9 How Successful Brands Deploy Converged Media© 2013 Altimeter Group
  • 10. 10 Sharpie lets its fans do the copywriting, promotes tweets as ads Targeting teens interested in creativity and self- expression, Sharpie used Promoted Tweets. Through Promoted Accounts, they attracted an artistic following whose tweets were turned into Promoted Tweets. The campaign helped Sharpie increase its following 6X at 1,000 followers per day.© 2013 Altimeter Group
  • 11. Content Creators: Superfans spend ~33 hours per week in Sephora‟s Beauty Talk community customer spending average customer 2.5x community user superfan 10x© 2013 Altimeter Group
  • 12. 12 Canon leverages owned microsite to drive tremendous earned response Canon leveraged owned platform (Imagin8tion) for a contest in which winners‟ photos (earned) inspire a Ron Howard short film. • 1.7 million YouTube channel views • 138,000 photo submissions • 21,000 votes cast • 23,000 posts • 192 press mentions, 415 blog mentions • 40% increase in positive sentiment© 2013 Altimeter Group
  • 13. 13 Nike crowdsources input for customized shoe designs, merges media online and off- Nike launched the NikeID campaign (store, mobile app, community, etc.) to enable customers to design their own shoe and purchase it directly on their mobile devices. Earned input inspires owned assets (including the product itself!), driving paid ads, online and off— including interactive billboard experience in Times Square.© 2013 Altimeter Group
  • 14. 14 Threadless customers submit, vote, and shop for crowdsourced t-shirt designs© 2013 Altimeter Group
  • 15. 15 Jones Soda crowdsources label design with photo contest Jones Soda asks customers to submit photos that represent a “Jones attitude”© 2013 Altimeter Group
  • 16. GiffGaff conquers traditional service overhead, online community answers 100% of customer inquiries GiffGaff, a small UK-based mobile virtual network operator with only 25 employees has national coverage, but no call center. Instead, the community receives pre-pay credits and badges for contributions. • Community has provided +1M replies • Users have produced >146 videos, >500k views • Users have submitted >9k ideas, 270 have been implemented • 95% of queries are resolved within 1 hour • Average response time: 3 minutes • Top earning giffgaffer earned over £13k, paid for university© 2013 Altimeter Group
  • 17. 17 Glidden Paint employs a wide palette of channels, converging media for a streamlined brand experience© 2013 Altimeter Group
  • 18. 18 Enterprise tech company pays influencers to ignite earned, drive traffic to owned 128 Pieces of content created by influencers 24Influencers commissioned to create content 1.1m Social interactions The company paid influencers to share content 9,314 Average actions per Across their piece of content networks© 2013 Altimeter Group 2012
  • 19. 19 ClearChannel integrates online and offline channels to „make the audience the media‟ Converging media via digital billboards, gesture recognition, and social media interaction, ClearChannel combines offline media with online to drive attention, engagement, (advertiser interest), and a summer-long sweepstakes.© 2013 Altimeter Group
  • 20. Converged Media Success Criteria© 2013 Altimeter Group
  • 21. 21 Brands that do not integrate paid, owned and earned media types are at a disadvantage  Fragmented messaging, inconsistent branding  Redundant efforts, no communication/ collaboration  Departments competing for budget  Low customer engagement/advocacy  Convergence begins to occur in traditional media© 2013 Altimeter Group
  • 22. 22 Altimeter identifies 11 criteria to successful converged media deployment© 2013 Altimeter Group
  • 23. 23 Strategy: Understand Converged Media Brand marketers must first possess an understanding of the changing forces of converged media: • Emerging practices • Content types • Technologies • Channels • News, media, current events • Behavioral trends • Other trends specific to audience© 2013 Altimeter Group 2012
  • 24. 24 Strategy: Plan a Stable Foundation Two legs (or media channels) may hold up the converged media strategy, but stability and balance is achieved when design incorporates all three. • Deploy all three media type in harmony, integrating each to instruct the next • The insights that come with analyzing earned instruct where to amplify using paid and where to innovate in 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.© 2013 Altimeter Group 2012
  • 25. 25 Organization: Ability to Achieve Earned at Scale Earned is the most difficult medium to achieve, particularly at a significant scale. Essential both to build and nurture earned media is: • Content strategy, consistent brand messaging • Listening & measurement tools • Publishing tools • Inter-agency/ vendor communication • A fundamentally agile approach • An ongoing effort© 2013 Altimeter Group 2012
  • 26. 26 Organization: Align Teams & Departments Brands MUST overcome the cultural silos that exist internal to the organization, aligning in a number of historically autonomous areas: • Ownership/ governance • Communication • Collaboration/ creative design • Campaign goals • Budget© 2013 Altimeter Group 2012
  • 27. 27 Organization: Align Agencies & Vendors Each will have individual areas of specialization and expertise, yet full- picture visibility is essential for all partner companies. Brands must play moderator and facilitate: • Communication • Collaboration/ creative design • Campaign goals, KPIs • Performance incentives© 2013 Altimeter Group 2012
  • 28. 28 Production: Aligned Content / Creative Across Channels Design, voice, message, branding, and other creative elements must be consistent: • Agreement/ alignment across stakeholders from day one • Across all channels and touchpoints • Singular brand message, no matter the media • Natural extension of organizational and partner alignment© 2013 Altimeter Group
  • 29. 29 Production: Real-time Capabilities To be effective in converged media is to be agile. Brands must enable: • Proper labor resources • Proper tools • Stakeholder buy-in • Communication channels between stakeholders • Content marketing strategy • Empowerment to act, particularly in Earned media© 2013 Altimeter Group
  • 30. 30 Production: Channel Flexible The empowered and dynamic customer has choices in how they consume; brands must extend presence across: • Multiple channels, platforms • Multiple touchpoints • Not JUST mainstream channels, instead following their customers • Demographic-specific hang-outs© 2013 Altimeter Group
  • 31. 31 Production: Influencer Relations In the digital age, brands cannot ignore influencers, as they can amplify the message (positive or negative) across all media types: • Touting or shaming product/ service in unprompted Earned setting • Acting as the voice of a Paid campaign • Offering guidance or advice on Owned platforms • Influencers are key to helping build Earned at scale© 2013 Altimeter Group
  • 32. 32 Analysis: Social Listening / Analysis of Crowd Social listening, monitoring and measurement are key for substantiating agility. Brands must: • Have systems and process in place to listen, measure, respond • Let conversation instruct creative design, strategy • Use insights to be proactive • Allow insights to facilitate personalization/ resonance© 2013 Altimeter Group 2012
  • 33. 33 Analysis: System for Identifying & Measuring KPIs Metrics are the foundation from which investment potential is established, understood, optimized, and realized: • The system for identifying KPIs must instruct the ongoing measurement itself • Metrics should be established at the outset… but can evolve • Metrics may shift based on segment, platform, campaign assets, goals, even cultural events, etc.© 2013 Altimeter Group 2012
  • 34. 34 Workflow: Coordinating Paid + Owned + Earned© 2013 Altimeter Group 2012
  • 35. 35 Execution Workflow: Coordinating Paid, Owned, and Earned as one orchestration© 2013 Altimeter Group 2012
  • 36. 36 Periodic Strategic & Analysis Reporting  Investigate what’s happening in Paid, Owned, Earned channels  What instructs what?  Listen to and observe customers and prospects  Listen to competitors • What their customers say • How they respond© 2013 Altimeter Group
  • 37. 37 Content Strategy  What message represents, reflects, speaks for the brand?  Understand how content strategy varies: • Persona segments, product type, geography, channel, screen, source of information  Spans many stakeholders; internal depts. and external agencies© 2013 Altimeter Group
  • 38. 38 Publication Across Channels  To execute across channels, brand must define: • Governance, engagement plan(s), communication, internal collaboration, series of meetings, designated leader, tools to support  Agency and brands are increasingly adopting collaboration tools spanning multiple teams  Growing ecosystem of tools • CMS, Media Network Mgmt, SMMS, etc.© 2013 Altimeter Group
  • 39. 39 Engagement  Teams must identify hot paths and hot conversations where content is resonating  Trigger further discussion via: • Content Experts, Community Managers, Product Leads, Executives • Advocates and influencers  Also partake in ongoing discussion and monitoring© 2013 Altimeter Group
  • 40. 40 Amplification  Leverage converging media • Use Paid to amplify Earned and Owned • And Earned to amplify owned and paid… • And Owned to amplify earned and paid…  Explore new ad and promotion types via owned and earned • Social ads, UCG • New aggregation platforms  Tap into social graph by allowing those involved to share with their networks© 2013 Altimeter Group
  • 41. 41 Restructuring  Messaging must evolve and change in real-time to meet the needs and changes of the market  Leverage emerging tools for customer collaboration  Staying on-message vs. taking new positioning? • Involve customers in the process; be innovative© 2013 Altimeter Group
  • 42. 42 Measurement a baseline requirement across all phases  Conduct in real-time to allow for rapid iteration  Communicate progress to company via simple reporting • Daily wrap-ups, trend diagrams, real-time tickers© 2013 Altimeter Group
  • 43. 43 Then the cycle repeats…© 2013 Altimeter Group 2012
  • 44. 44 Putting the Pieces Together© 2013 Altimeter Group 2012
  • 45. 45 We asked brands, agencies and vendors to rate the maturity of the Converged Media ... Respondent Average Group (1-5) ALL 1.95 Brands 2.18 Vendors 1.72 Agencies 2.08 Respondents rated the maturity of the Paid, Earned and Owned space on a scale of 1-5, where 1 is Very Immature and 5 is Very Mature.© 2013 Altimeter Group 2012
  • 46. 46 Summary  Converged is here. Facebook and Twitter ads are proof. Those who take advantage now will have an edge.  Its not easy. Immense internal change must occur as lines blur, both internally and with agency partners  Leverage data and platforms that propel campaigns forward by aggregating ad data, corporate content, and social, then derive analytics.  Converged media is rapidly bleeding into offline channels and also creates demands for real-time marketing capabilities  As consumer gadgets and devices and media channels proliferate, this will only become more complicated© 2013 Altimeter Group
  • 47. THANK YOU Rebecca Lieb rebecca@altimetergroup.com rebeccalieb.com/blog Twitter: lieblink With assistance from Jessica Groopman, researcher Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.© 2013 Altimeter Group