2. Diversifying posting strategy on different platforms
can lead to increases in fan growth, a one-size-fits all
approach drives consistency but not effectiveness.
Posting strategies could
be more diverse
4. 26%
26%
29%
19%
Share of voice – owned media page sizes over time
24%
26%30%
20%
17%
9%
35%
39%
18%
9%
37%
36%
Decrease in Facebook
share of voice over
reviewed period. Client 1
and Client 2 Facebook
market share has grown in
Client 3 place.
Slight growth in Twitter
share of voice over time
for Client 3. Client 1 share
of voice has also increased
whereas Client 2 has
declined by 3%.
Total Dec Fans:
329,799
Total Oct Fans:
271987
Total Dec Fans:
2,128,667
Total Oct Fans:
2,210,491
Client 1 Client 2 Client 3 Client 4
4
5. Growth of owned media fans by day
Client 1’s focus on fan growth surpasses competitors, particularly in December. Relative page growth
for Client 2 appears to drop in this final month
0%
20%
40%
60%
80%
100%
Client 1 Client 2 Client 3 Client 4
0%
20%
40%
60%
80%
100%
5
6. 0
1
2
Owned media engagement rate by day: October – December
Notable spikes in daily engagement across all brands in December. November was particularly
flat in terms of owned engagement, particularly on Twitter
0
1
2
3
Client 1 Client 2 Client 3 Client 4
6
8. 0
50
100
150
200
250
Client 1 Client 2 Client 3 Client 4
0
50
100
150
200
250
300
Share of Voice
– December earned media conversation over time
Xx led the field with a 42%
SOV, ahead of nearest rival
xxx (29%).
Xx and xxx achieved peaks
of interest mid-month but
dropped at month-end
All four groups received
consistent levels of
mentions on Twitter
through December. Xx led
with a 37% share; xxx and
xx were equal at 27%. Xx
secured a 9% share of
voice
Social
Buzz
8
9. Sentiment by brand-owned media channels
Model launches on Facebook generated mixed responses and a degree of negative sentiment for brands. On
Twitter the conversation was less polarised, although xxx’s pro-active posting strategy led to more positive
interactions with the other brands bogged down responding to customer service issues
68%
25%
12%
28%
1%
12%
2%
19%
31%
63%
86%
53%
0%
20%
40%
60%
80%
100%
Client 1 Client 2 Client 3 Client 4
Positive Negative Neutral
62% 54%
65%
78%
25% 33% 13%
8%
13% 13% 22% 14%
0%
20%
40%
60%
80%
100%
9
10. 7% 11%
19% 4%
3% 3%
5% 2%
90% 86%
76%
94%
0%
20%
40%
60%
80%
100%
Client 1 Client 2 Client 3 Client 4
How are Client 1 & Client 2generating positive earned sentiment?
Can xx maximise the ‘show off’ factor amongst fans and owners and heighten a community
sense of excitement and camaraderie?
Client 2 benefit from spontaneous support form
loyal fans and owners, proud to show off their
vehicles and share their excitement around new
purchasing plans.
79%
68% 75%
51%
4% 23%
21%
34%
17%
9%
4%
15%
0%
20%
40%
60%
80%
100%
Client 1 Client 2 Client 3 Client 4
Earned Social Buzz Earned Twitter
Client 2 fans expressed support for both new model updates
and their owner experiences. These experiences were
enhanced by Audi’s informal approach to customer service on
Twitter. A trend among followers to share pictures of cars in
various locations drove a positive community feel for fans.
Client 1 supporters displayed loyalty to the brand and
there was a strong sense of camaraderie among like-
minded owner enthusiasts
Client 1 fans heaped praise on new models, ownership
experiences and happy customer service encounters.
The sharing of content, however, was less prominent
than that from Audi’s fans.
10
11. Insight into perceived elevated Jaguar competitor set
In addition to xx, xx and xxz, xxxis also often mentioned in social media in comparison to brands such as
xxxx, xxx and xxxx . Can further positive sentiment be achieved through maximising this ‘Best or British’
label?
Matt Becker joins Aston Martin
– official: “Aston Martin badly needs
this technological leg-up to compete
with the latest from Porsche, Jaguar
and forthcoming rivals like the
Maserati Alfieri but it'll be up to
Becker and his colleagues to ensure
it's done in keeping with core brand
values” media, 16/12
Maserati Alfieri launch: “…to celebrate its
centenary Maser did what all good Italian
sports car manufacturers do to commemorate
a landmark birthday - it built a drool-
inducingly good-looking concept car called the
Alfieri. They should have handed out bibs on
the Geneva show stand it was that attractive; it
caused Porsche and Jaguar to raise an eyebrow
and clasp respective 911 and F-Type models
even tighter into their protective bosom”
media, 02/12
Q: “What do the people that bought TVRs when
they were still being made drive now?”
A: “As to an alternative I think the Aston DB9
Vantage would be a good call or save a bit of
money and from what I have read choosing the
better car a Jaguar XKR“
media, 03/12
On the C-X75: “If Jaguar put the C-X75 in to production, you know it'd sell like
hot cakes and not suffer the prolonged sell-out period the Porsche 918 suffered.
But then, Jaguar and their cars are on a level Porsche can only hope to
compete with and is a brand they can only aspire to”
media, 16/12
“Masarati [sic] has confirmed a V6 - Powered Jaguar F
- type rival to be launched in 2016.Judging by these
early shots this new Masarati [sic] will be as desirable
as the Jaguar F - type or Porsche 911 but more
exclusive as it will be on a limited run”
media, 03/12
11
12. Posting strategies on owned channels:
proactive content vs. reactive customer service
Xx chose not to play out customer
service matters on Twitter, adopting
an offline approach. This led to a
very positive Twitter feed, but
potential issues with quick user
response
66% of Client
1 tweets were
proactive
Messaging often lost effectiveness
due to content replication across
Facebook and Twitter instead of
tailored by channel. Twitter used
mainly for customer service issues by
xx
28% of Client
2 tweets were
proactive
Twitter is xx primary channel for
customer service issues, leading to
these issues dominating the timeline
rather than positive brand
messaging
4% of Client 3
tweets were
proactive
Some proactive posting came
through to promote new models,
particularly AMG variants, but the
majority of tweets were reacting to
customer service issues
27% of Client
4 tweets were
proactive
14. 0
1
2
3
Engagementrate(%)
Client 1 Client 2 Client 3 Client 4
0
2
4
6
8
1.12.14
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DailyPosts
December Facebook engagement rate vs. posting strategy
Throughout December all brands focussed on an organic rather than paid strategy. Xx used
the most paid posts (5) of any brand in the competitor set whereas xxx did not promote any
of their posts
Engagement
Rate
Organic vs. Paid Daily
Posting Strategy
14
15. Standout December Facebook content
The Strongest December engagement rates were all driven by clear images of key
models, all of which were promoted with the exception of xxxx
who generated a consistently lower engagement rate across December
0
1
2
3
1.12.14
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Engagementrate(%)
Client 1 Client 2 Client 3 Client 415
17. Jaguar owned media growth vs. offline paid media
Relatively low levels of paid media support seen for Jaguar in December but when offline activity did run
it did correlate to two small but significant spikes in Facebook & Twitter growth
£k
£5k
£10k
£15k
£20k
£25k
0
100
200
300
400
500
1.12.14
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Mediaspend
Dailyfangrowth
Jaguar UK Facebook Growth Jaguar UK Twitter Growth
Jaguar Paid Activity
Model-specific creative, even with a DR focus,
leads to a sharp growth in owned media,
although the growth is not sustained
Sponsorship at the beginning on December appears to
have led to a small but sustained growth in owned
media
17
18. Growth competitor rankings and summary
1
2
3
4
Growth
Offline Paid
Support
Halo-Effect
From Paid
Overall Growth
performance
Strong performanceAverage performancePoor performance
Client 1 spent less than all other competitors so a
relatively low growth is to be expected. When money
was spent offline however the clear branding led to
consistent owned growth
High levels of investment correlated to growth for
Client 2 with clear aspirational imagery reaching new
audiences for the brand
Client 3 invested heavily in offline paid media but saw
minimal owned media growth, suggesting the
audience reached by the December comms were
existing BMW enthusiasts
Second highest owned media growth from second
lowest offline spend was a positive performance from
Client 4
18
Twitter:
Audi’s profile was characterised by low levels of proactive posting and high reactivity to customer service queries, leading to the third lowest engagement rate and least positive sentiment profile. In contrast, Jaguar’s focused proactive approach brought very favourable results and the second highest engagement. The support expressed for Mercedes-Benz’s new model announcements was counterbalanced by a significant amount of dissatisfaction with owner experience and customer support. BMW’s profile was similar: customer complaints were a distraction to well-received model updates.
Facebook:
Though Mercedes-Benz’s posting strategy achieved less engagement than its rivals, the variety of its updates secured the most supportive comment from fans. Posts for both BMW’s and Jaguar’s new models and technological innovations received polarised comment from fans; the i8 sparked mixed reaction as did Jaguar’s ‘ghost car’ concept. Audi excelled in promoting its range of cars for all desires and budgets - referencing over 20 different models in its posting strategy, it appealed to the broadest range of fans. Typically, these model references led to some criticism of the individual vehicles as well as customer dissatisfaction with Audi in general.
While Jaguar was mentioned in a competitive context to Audi, BMW and Mercedes-Benz, it stood apart from these rivals as often being compared with higher prestige brands such as Aston Martin, Maserati, Porsche and TVR. Jaguar’s heritage in racing and common perception as a luxury, quality manufacturer was behind this association. Recognition as a ‘Best of British’ marque helped elevate the brand positioning of not only the more readily accessible models but also of those models in the premium segment
Audi showed some correlation between its posting strategy on both its owned Facebook and Twitter channels. Audi’s more significant announcements were seen on both channels, but there were occasions where Audi posted to either one but not the other, typifying a tailored approach to channels.
With Twitter being Audi’s primary source for dealing with very frequent customer service issues, any proactive content was overshadowed by this traffic. Just 4% of Audi’s Twitter output was considered proactive in positioning
BMW adopted a ‘one size fits all’ approach to owned content in that it replicated content like-for-like cross-channel. The strategy is evidently to keep things short and snappy to enable quick digestion of information which can also be transferred across multiple social media channels. While benefitting from a uniform approach, it meant that messaging was often not communicated effectively and engagement opportunities were missed. Twitter was the immediate port-of-call for customer service issues: 28% of BMW’s tweets were proactive
Jaguar’s posting strategy was similar to Audi’s in that it adopted a varied approach to proactive updates on both channels. Posts would occasionally be duplicated cross-channel but spontaneous posting on each served to keep messaging fresh and distinct. Jaguar was the most proactive of all the groups using Twitter, achieving 66% of proactive activity. Unlike the other brands, Jaguar chose not to play out customer service matters on the channel, adopting a more direct, personal approach offline
The central theme behind Mercedes-Benz’s December strategy was the daily Christmas Countdown competition which would see content replicated on both Facebook and Twitter. An individualised twist was that different winners were announced for entries on each channel. The majority of Mercedes-Benz’s tweets were customer-service related but some proactive posting came through to promote new models, particularly AMG variants, driving the messages of performance and luxury. Mercedes-Benz achieved a proactive tweet level of 27%
