Grey 2 Day Leadership Aug2011


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Grey 2 Day Leadership Aug2011

  1. 1. LEADERSHIP in DIGITAL<br />
  2. 2. Innovation, Digital & Technology Masterclass Overview<br />Objectives<br />What we’ll be doing<br />Help you fully understand how technology is changing marketing and advertising<br />Looking at the impact of digital technology on marketing strategy<br />To understand what it takes to deliver world-class strategy and best practice implementation<br />Pin-pointing the most useful, practical information for you to have<br />Put it all into practice by using some key new tools, and by creating live strategies for clients<br />Translate some of this for healthcare marketing<br />
  3. 3. Agenda – Day 1 –Integrated Digital Strategy<br />The impact of technology on business<br />The role of tech in communi-cations<br />Defining the right objectives<br />1<br />2<br />3<br />Generating and using audience insights<br />Using strategy models to integrate technology<br />Generating<br />relevantideas that connect with consumers<br />4<br />5<br />6<br />
  4. 4. Agenda – Day 2 – Best Practice & Action<br />Using strategy models to integrate technology<br />Generating<br />relevantideas that connect with consumers<br />1<br />2<br />Key Trends<br />4<br />Measurement & optimisation<br />3<br />
  5. 5. About Me<br />
  6. 6.<br />We focus on the knowledge that marketers need to deliver modern strategy and best practice<br />Our global network of trainers are best-in-class consultants who are recognised experts in their field<br />><br />><br />
  7. 7. Who Are You?<br />
  8. 8. What Would You Like To Discuss?<br />What Are The Challenges You Are Facing In Delivering Digital Growth?<br />
  9. 9. Group Exercise – Digital & Technology Challenges<br />In groups of 6 at lunch<br />What’s stressing you out about delivering marketing in world of constant innovation and technology driven change?<br />><br />Take 15 minutes to make a list of the issues challenging you to integrate digital into what you do<br />><br />
  10. 10. Why Technology Changes What We Do<br />
  11. 11. History of Mass Media - Print<br />1453<br />Guttenberg press introduces mass publications<br />Time to one billion readers: 467 years <br />
  12. 12. History of Mass Media – Telephone <br />1876<br />Alexander Graham Bell invents the telephone<br />Time to one billion users: 114 years <br />
  13. 13. History of Mass Media - Cinema<br />1895<br />The Lumière brothers project the first motion picture<br />Time to one billion users: 81 years <br />
  14. 14. History of Mass Media - Radio<br />1897<br />Marconi patents the wireless telegraph<br />Time to one billion users: 53 years <br />
  15. 15. History of Mass Media - Television<br />1927<br />Bell Labs demonstrate TV in the U.S.<br />Time to one billion users: 48 years <br />
  16. 16. History of Mass Media – The Web<br />1992<br />Tim Berners-Lee invents the Web<br />Time to one billion users: 13 years <br />
  17. 17. History Of Mass Media – Web 2.0<br />2004<br />O’Reilly media coins term “web 2.0”<br />Time to one billion users: 4 years <br />
  18. 18. Gordon Moore And His Law<br />
  19. 19. Moore’s Law In Action<br />
  20. 20. The Impact On Consumer Behaviour<br />
  21. 21. A World Of Spontaneous Communication<br />155 million tweets sent every day<br />4.5 billion Facebook messages per day<br />200,000 text messages sent every second<br />
  22. 22. Charlie Sheen - #tigerblood #winning<br />
  23. 23. Constantly Connected<br />
  24. 24. Multi-tasking Is Standard<br />86% of mobile phone owners use the internet on their handset while watching TV<br />* source: Yahoo/Nielsen 2010<br />
  25. 25. An Attention Span of Seconds<br /><ul><li>Users spend an average of 59 seconds on a web page
  26. 26. 50% of users read only the first two words of a google search result
  27. 27. Average length of time playing for a YouTube video is 2.5 seconds</li></li></ul><li>A Personalized World<br />What I want, when I want it, wherever I am<br />
  28. 28. In An On-Demand World<br />
  29. 29. Purchasing On Demand Too<br />Ecommerce will account for $192 billion in sales value in 2011…<br />Which is more than the economic output of the Philippines<br />
  30. 30. Influence Of Digital Channels<br />…but online shopping behaviour will influence $1.1 TRILLION in retail sales…<br />…more than the economic output of Canada<br />
  31. 31. Consumers In Healthcare Are No Different<br />Visit<br />MD<br />30<br />
  32. 32. Today’s Healthcare Purchase Journey Is Dramatically Different<br />31<br />Viewtrendsorfashionvideo<br />Readsponsoredcontent<br />Mashupavideo<br />Research<br />product<br />Readreview<br />Uploadpics ofpurchases<br />Updateprofile<br />Viewad<br />Socialbookmarkproductsorcontent<br />Passalongemail<br />Registeraccount<br />Talk onlive chat<br />Visit<br />MD<br />Postblogentry<br />Usevisualizationtool<br />Join aconsumerpanel<br />Visitastore<br />Searchforbrand<br />Contributetomessageboard<br />Rateaproduct<br />Shop viarecommerce<br />Filloutsurvey<br />Write aproductor servicereview<br />Subscribeto a powerreviewer<br />Embedawidget<br />Uploadpics toflickr<br />Clickthroughemail<br />Click tocall<br />Useexpresscheckout<br />Sign upforsweepstakes<br />Readmicro-bloggingmessage<br />Internetwith richmediaad<br />Readexperttips<br />ReadRSSfeed<br />Join abrandfan site<br />Viewhow-tovideo<br />Browsefavoritesites<br />Passalonglinks<br />Reviewareviewer<br />
  33. 33. Consumers More Satisfied with Health Information from the Internet<br />Source: Manhattan Research Cyber Citizen Health v7<br />
  34. 34. The Same Changes In Marketing Strategy<br />33<br />Viewtrendsorhealthvideo<br />Research<br />drug<br />Readreview<br />Uploadpics ofexperience<br />Visit<br />MD<br />Visitastore<br />Visit<br />MD<br />Searchforbrand<br />Embedawidget<br />Uploadpics toflickr<br />Orderonline<br />Internetwith richmediaad<br />Passalonglinks<br />
  35. 35. The Impact On Marketing<br />
  36. 36. Internet passes Newspapers…closes in on TV<br />
  37. 37. Online Advertising Growth Rates in the US<br />
  38. 38.
  39. 39. We Are No Longer In Control <br />
  40. 40.
  41. 41.
  42. 42. Consumers Expect Interaction<br />
  43. 43. Fake Gap Logos<br />
  44. 44.
  45. 45.
  46. 46. If You Don’t Believe Me…<br /><br />
  47. 47. Does This Apply To Healthcare…<br />
  48. 48. Motrin<br />Client<br />Johnson & Johnson<br />Brand<br />Motrin<br />Product<br />Ibuprofen based product sold in the US Pain relief drug available for adults and children<br />Target<br />Mothers with Children<br />Agency<br />Taxi - New York office<br />Campaign<br />Start - 30 September 2008<br />Pulled - 17 November 2008<br />Media<br />Online and offline integrated campaign<br />
  49. 49. Standard Website<br />
  50. 50. In The Background<br />Running at the same time was a campaign run by an international non profit organisation<br />International Baby Wearing Week <br />November 12th – 18th<br />
  51. 51. Motrin - The Video<br />Over 255,000 Views<br /><br />
  52. 52. The power of influencers<br />Name - Jessica Gottlieb<br />Age – 38 years old<br />Location - Los Angeles, CA<br />Picked up by an avid twitter fan Jessica Gottlieb who wrote about how annoyed she was<br />She was recently a featured panellist at the Consumer Reports Health Summit <br />- Twitter over 5000 followers<br />- Top Facebook network in LA<br />- Top Blog in LA<br />Nielson - she was one of the top 10 Bloggers and Influencers Who Made a Mark in 2008<br />
  53. 53. Unhappy Moms<br />Thousands of mums from around the world started to comment on it through Twitter<br />Lost in all the commentary is the fact that these drugs, even though sold over the counter, carry severe health risks including gastrointestinal bleeding, renal toxicity, stomach ulcers and heart attack. <br />The thing that most offended me was that opening statement that you wear children as a fashion accessory, like a pair of earrings?<br />It also seems strange to target new mothers as we all know that the science shows breastfeeding is best. Motrin can cause ulcers and is not even recommended for nursing moms or babies! <br />I am a mother, but not truly a mommyblogger, because we blog about our world travel. <br />Still I participated in the Youtube protest about the Motrin add. <br />
  54. 54. Huge Spikes on Twitter<br />
  55. 55. The Backlash<br />- Thousands of Twitter posts<br />- This spread to Blogs<br />- News groups<br />- Websites<br />- Motrin were bombarded with email complaints<br />- Picked up by the media<br />- Spread globally<br /><br />
  56. 56. Lots of Sites Picked It Up<br />
  57. 57. The Bad Press Spreads<br />Searches around this increased substantially <br />It reached well beyond the USA<br />
  58. 58. Facebook – Boycott Group<br />Babywearing isn't painful. Boycott Motrin for saying it is.<br />
  59. 59. They Were Not Happy<br />Moms posted their own videos on You Tube criticising Motrin<br />Over 21,000 hits<br />Over 89,000 hits<br />
  60. 60. Motrin - Public Apology<br />We certainly did not mean to offend moms through our advertising.  Instead, we had intended to demonstrate genuine sympathy and appreciation for all that parents do for their babies. <br />We believe deeply that moms know best and we sincerely apologize for disappointing you.<br />Please know that we take your feedback seriously and will take swift action with regard to this ad.  We are in process of removing it from our website. <br />It will take longer, unfortunately, for it to be removed from magazine print as it is currently on newstands and in distribution.<br />
  61. 61. Website<br />The Site got pulled for 2 days while they stripped out the content<br />
  62. 62. They Were Ridiculed<br />
  63. 63. Understanding The Impact Of Technology On Client Business Unlocks Successful Digital Communication<br />
  64. 64. “We have studies showing that brands connecting aggressively through social mediaare generating far greater revenue growth than those that are not.”<br />“We want to reach 3 billion consumers with digital in the next three years, and I’ve committed to having breakthrough digital plans across all of our 43 brands in the coming year.”<br />Marc Pritchard, Chief Marketing Officer, Procter & Gamble, September, 2009 <br />
  65. 65. CMO’s Brain As Bar Chart<br /> Listings, distribution<br />Business<br />reporting<br />Product Innovation<br />Business Planning<br />Comms campaigns<br />Digital comms<br />
  66. 66. The Traditional Marketing P’s And Technology<br />Product<br />The nature of what a brand can do for consumers has been transformed by technology<br />Price<br />Price transparency is transformational in some categories<br />Placement<br />E-, M-, and S-commerce are revolutionizing many categories<br />Promotion<br />Not just where brands promote has changed, but how they do it<br />
  67. 67. Is There Digital Impact<br />On Product?<br />
  68. 68. Impact On Product<br />Creating products which include digitally delivered services to bolster value propositions to consumers<br />Personalising products and enabling mass customisation cheaply<br />Developing products for niche audiences – using the long tail distribution opportunities to increase SKU offering<br />Involving consumers in product development and design<br />
  69. 69. Nike Training Club<br />Providing a service as part of the product proposition<br />Helping women to maintain fitness<br />Huge investment in content and distribution<br />Following on Nike google maps mashups<br />Great data acquisition<br />Long-term relationships<br />
  70. 70. Special K App<br />
  71. 71. J&J Black Bag<br />
  72. 72. Sleep Cycle<br />
  73. 73. Lego Builder<br />
  74. 74. Burger King iPhone App<br />The application also tracks and saves order history and then acts as a loyalty card by offering incentives and deals<br />The goal behind this application is to drive incremental same-store sales<br />So far orders placed via the application have been 25% larger than in-store<br />When customers start using the service, they increase their frequency of visits by 42%<br />The mobile offering takes existing loyal customers and increases their value by 75%<br />
  75. 75. Google Customization<br />Google’s starred search results are specifically highlighted for you<br />
  76. 76. Leveraging the Long Tail <br />
  77. 77. Leveraging the Long Tail <br />
  78. 78. Leveraging the Long Tail For Niche Products<br />Via Google Or Ebay<br />When users search for something specific, Google can deliver the right content<br />Suddenly a business selling oak flooring can be successful<br />Google and other digital channels connect niche products with buyers efficiently<br />
  79. 79. Crowd Sourced R&D: Dell Ideastorm<br />
  80. 80. Workshop<br />Split into groups of 4<br />Pick a brand that one of you works on<br />><br />Brief the group on the brands toplineobjectives, current activity and target audience<br />><br />Brainstorm ideas on how you innovate the product offering using digital means – like Nike or Burger King. For example how could you produce a service? Or customize?<br />><br />Pick your best one and be ready to present back if asked<br />><br />You have 15 minutes<br />
  81. 81. Recap<br />Creating products which include digitally delivered services to bolster value propositions to consumers<br />Personalising products and enabling mass customisation cheaply<br />Developing products for niche audiences – using the long tail distribution opportunities to increase SKU offering<br />Involving consumers in product development and design<br />
  82. 82. Is There Digital ImpactOn Price? <br />
  83. 83. Consumers Have Access To Perfect Information<br />Old world: information ‘asymmetry’<br /><ul><li>Business has access to most of the information
  84. 84. Consumers had to work hard to get it</li></ul>New world: information ‘symmetry’<br /><ul><li>Consumers can easily get access to information that helps them make decisions</li></ul>Information symmetry is behind the success of leading ecommerce categories<br />
  85. 85. Perfect Information: Travel<br />
  86. 86. Google Price Comparison <br />
  87. 87. Drug Reviews / Price Site<br />
  88. 88. Is There A Digital Impact On Placement (Distribution)?<br />
  89. 89. Impact On Placement<br />Digital offers new sales channels<br />Not just through direct and third party websites<br />Mobile applications & SMS too<br />
  90. 90. <ul><li>Source: IMRG, January 2009</li></ul>e-Commerce – Coming of Age<br />Early Internet users failed to shop extensively online: <br />The number of online stores was limited<br />Consumers didn't feel comfortable providing personal financial information online<br />Internet access technology remained slow<br />Users face a very different eCommerce environment:<br />The supply side is well developed in most major markets<br />Broadband access technology is widespread<br />Security concerns have waned<br />
  91. 91. Online Influence / Offline Sales<br />
  92. 92. Some Categories More Than Others<br />
  93. 93.<br />
  94. 94. Surprising Direct Successes<br />“Direct sales by consumer-brand manufacturers are one of the fastest-growing areas of online retail, increasing almost 13% in 2009 to $487.6 million”<br />
  95. 95. What Are The Market Dynamics?<br />Disintermediation is a key factor in many markets that have exposure to digital<br />Old Model<br />New Models<br />Brand<br />Brand<br />Brand<br />Agent<br />Aggregator<br />Consumer<br />Consumer<br />Consumer<br />
  96. 96. P&G Direct <br />
  97. 97. P&G Estore<br />
  98. 98. Max Factor Facebook Shop<br />
  99. 99. Social Distribution<br />
  100. 100. Is There An Impact<br />On Promotion? <br />
  101. 101. Digital Technology Impact On Promotion <br />The nature of “promotion” has fundamentally changed <br />As well as new places to try and influence consumers<br />There are new ways of influencing as well <br />New opportunities to demonstrate your value to client<br />
  102. 102. Explosion Of Media Choices<br />
  103. 103. Push AND Pull: Twelpforce<br /><br />
  104. 104. Location Based Marketing<br />
  105. 105. High Frequency With Permission<br />The eBay Widget updates consumers on a bid by bid basis<br />
  106. 106. Content Integration<br />For the weight loss drug website Alli where does content end and advertising start?<br />
  107. 107. 1<br />2<br />3<br />Highly Targeted Opportunities - Search<br /> I search<br />I see highly relevant advertising<br />I click on one and find highly relevant content<br />Behavioural Targeting Creates same effect in display<br />
  108. 108. Measurement & Optimisation<br />Optimisation Value<br />250%<br />Testing<br /> Application<br />Digital creates high ROI opportunities for optimisation of brand building activities<br />
  109. 109. PPC Optimization Exercise <br />Keyword = Advertising, Adverts<br />Landing page =<br />Title: 25 Characters<br />Body copy: 2 x lines of 35 characters<br />Please email them to:<br />Please put all text in the body copy of the email<br />Success criteria: Click Through Rate<br />
  110. 110. Digital Diagnostic Tool: What Is The Digital Impact On Your Brand?<br />Product Opportunities<br />Pricing Challenges<br />Distribution Opportunities<br />Promotional Opportunities<br />Where we are now: score each box out of 10 for each brands current performance<br />
  111. 111. Digital Diagnostic Tool: What Is The Digital Impact On Your Brand?<br />Product Opportunities<br />Pricing Challenges<br />Distribution Opportunities<br />Promotional Opportunities<br />Where could we be: score each box out of 10 for each brand for digital potential<br />
  113. 113. Creating A DigitalCommunications Strategy<br />
  114. 114. The Digital Communications Process<br />How communication strategy is different with technology involved<br />How to set the right objectives with your clients<br />How to find and use additional insight into new consumer behaviour<br />Some planning models you can put into practice tomorrow<br />How to create an idea that can work across multiple platforms<br />How to measure success<br />
  116. 116. Work to Date<br />Planning<br />Strategy Development<br />Implementation<br />Professionalmarketingbest practices meeting with ghg<br />Professionaldigital planning meeting <br />Competitive assessment and online information journey for DPs conducted<br />Strategy workshop with US team<br />Strategy workshop with Global team / PLN<br />Strategy development and review<br />Strategy reviewed and revised<br />Competitive research presented to US team<br />Strategy presented to Jack and Nigel<br />Strategy presented to US team<br />Strategy presented to PLN<br />Digital taskforce implemented<br />Phase 1 Taskforce plan implemented<br />Strategy implementation began <br />Strategy presentationto Fabian<br />Taskforce Phase 2 plan underway<br />January, 2011<br />February, 2011<br />March, 2011<br />April, 2011<br />May, 2011<br />October, 2010<br />November, 2010<br />December, 2010<br />
  117. 117. 115<br />Branded Websites Increase Refill Rates<br />
  118. 118. Communication StrategyShifts<br />
  119. 119. It Isn’t Always Campaign-based<br />When clients use the word “campaign”, it suggests a targeted and time sensitive communication<br />It also implies there will be a beginning and an end<br />Much digital activity is actually a long-term business commitment<br />Managing branded content like a website or a social media page requires:<br />A long term commitment<br />Ongoing investment<br />
  120. 120. AT&T Facebook Page<br />
  121. 121. AT&T Facebook Page<br />
  122. 122. Technology Drives Active Participation <br />Some uses of media are broadcast in nature<br />Physical consumer participation is limited<br />Technology enables 3-dimensional participation through media platforms<br />Consumers actively consume it<br />Digital projects require you to map out all the possible ways consumers will use what you’re creating<br />
  123. 123. Most Importantly<br />In traditional marketing, advertising is often consumed passively<br />Most digital marketing is consumed actively – people physically interact<br />
  124. 124. From Art<br />
  125. 125. To Architecture<br />
  126. 126. Being An Architect<br />Understanding how people use your buildings - function<br />Extreme focus on safety and the technical issues that drive safety<br />Working collaboratively with partners and suppliers who specialise in different areas of building<br />Thinking about the long term sustainability of the building<br />Making them look good - form<br />
  127. 127. The Challenge For Healthcare Agencies<br />For consumer-oriented treatments and drugs this is all fine<br />For restricted drugs and marketing to HCP’s much more strategic complexity<br />Smaller number of target audiences<br />Fewer opportunities to deliver<br />
  128. 128. The Impact Of Healthcare Regulation On Strategy<br />
  129. 129. The FDA and Social Media<br /><ul><li>November 2009 the FDA held two days of hearings on how far Twitter, Wikipedia, blogs and other social media can go in promoting drugs
  130. 130. More than 800 people tried to register for the FDA event, which was held in a meeting room that seats 350</li></ul>127<br />
  131. 131. Social Media and Adverse Event Reporting <br /><ul><li>Any pharmaceutical company entering into social media is naturally worried about discussion of adverse events
  132. 132. Does social media reporting trigger the AE reporting requirements?
  133. 133. At the moment the answer is no...
  134. 134. There is no FDA guideline or regulation that specifically covers the content of online discussions in a way that is different from reporting AE information derived from any other source</li></ul>128<br />
  135. 135. Social Media and Adverse Event Reporting<br /><ul><li>Current FDA guidelines give four parameters for submitting information about adverse experiences:
  136. 136. The pharmaceutical company should have knowledge of
  137. 137. An identifiable patient
  138. 138. An identifiable reporter
  139. 139. A specific drug or biologic involved in the event
  140. 140. An adverse event or fatal outcome
  141. 141. If any of these basic elements remain unknown a report on the incident should not be submitted to the FDA</li></ul>129<br />
  142. 142. Social Media and Adverse Event Reporting<br />130<br />
  143. 143. Getting A Strategy Approved: Your Experience<br />
  144. 144. Getting your idea approved in the Healthcare industry<br /><ul><li>Know the why
  145. 145. Regulatory team aren’t saying no because they don’t like you
  146. 146. More likely they understand external and internal rules better than you
  147. 147. As you develop your program spend time understanding the rules that could impact it
  148. 148. Will make the approval process much simpler </li></ul>132<br />
  149. 149. Getting your idea approved in the Healthcare industry<br /><ul><li>Empathise and be an educator
  150. 150. You might be a social media expert
  151. 151. Chances are the people reviewing your program aren’t
  152. 152. Use language they are familiar with
  153. 153. Educate them, help them understand the finer points of a channel
  154. 154. Do it ahead of time, the meeting where you’re looking to get approval is too late </li></ul>133<br />
  155. 155. Getting your idea approved in the Healthcare industry<br /><ul><li>Force ‘Yes if...’ instead of ‘No because...’ Advice from Marc Monseau, Director, Media Relations, Johnson & Johnson:
  156. 156. ‘Yes if...’ indicates a member of the regulatory team that is willing to help you find a way to make your idea possible
  157. 157. ‘No because...’ indicates someone who is only interested in following the rules and regulations to the letter
  158. 158. It doesn’t have to be that way
  159. 159. Force your regulatory teams to think about the issue with “Yes, if…” instead of “No, because…” It’s a powerful difference
  160. 160. Talk this way yourself, come to meetings with lots of ideas and alternatives </li></ul>134<br />
  161. 161. Creating A Digital Strategy<br />Setting The Right Objectives<br />
  162. 162. Setting Objective For Digital<br />Many brands execute digital activity without having clear objectives as to why…<br />What is the specific role of technology within your marketing strategy?<br />What are the specific measures you will use to identify success?<br />What are the right digital disciplines to use to achieve success?<br />
  163. 163. Digital Objectives<br />THE MONEY! <br />
  164. 164. The Funnel In Marketers Heads<br />Source: Forrester<br />
  165. 165. The Funnel In Consumer Action<br />Source: Forrester<br />
  166. 166. Data vsObjectives<br /><ul><li>Drives opportunity to engage
  167. 167. Social media
  168. 168. Brand site</li></ul>Traffic<br /><ul><li>Drive traffic
  169. 169. Improve search performance</li></ul>Links<br /><ul><li>Drives top of mind awareness
  170. 170. Sales</li></ul>Engag-<br />ement<br /><ul><li>Drives traffic</li></ul>Search<br />position<br />
  171. 171. Metrics Opportunities<br />Source: Nielson<br />
  172. 172. Short vsLong Term<br />Shorter Term / shopper type measures<br />Using web analysis tools<br />CTR’s<br />Pass on or likes<br />Longer term / engagement measures<br />Brand equity<br />Awareness<br />Sentiment<br />The ideal set of objectives should have both types of measures and cover all activity <br />
  173. 173. Boosting Short Term Measures: Defining Conversion<br />Analysis industry built around the idea of “conversion”<br />Conversion does not have to be an immediate transaction<br />Conversion could be:<br />An email sign up<br />A iphoneap install<br />A length of engagement on a website<br />A number of clicks<br />A visit to a product information page<br />Passing content on within social media<br />Retweeting, liking<br />An SMS enquiry<br />A broader definition opens up optimisation and analytics for all brands<br />Not perfect but can be overcome with careful planning<br />
  174. 174. Web Analytics can be “short term” or “long-term”<br />
  175. 175. Analytics Programs<br />
  176. 176. Identify a clear objective<br />Technology is a means <br />to that end<br />
  177. 177. Common Objective Setting Traps<br />
  178. 178. Key Problem: Undue Focus On CTR<br />Two Groups – One saw Research conducted over a month with over 500,000 impressions exposed<br />Group A shown an ad for the Red Cross – the control audience<br />Group B shown an ad for a well known travel company!<br />Both sets of users were tracked by Travelocity and the partner ad network<br />Even after controlling for people who would visit the site anyway, CTR underestimates the impact of the banner by 40%!<br />
  179. 179. Most current measurement systems don’t go<br />beyond the last referrer<br />Conversion<br />Display<br />Aggregator<br />Search<br />Interaction<br />User path 1<br />Conversion<br />Search<br />User path 2<br />Conversion<br />Display<br />Search<br />User path 3<br />
  180. 180. Stage 1:<br />Generating Consumer Insight<br />
  181. 181. Each Digital Campaign Requires Specific Digital Insight<br />Each brand may have segments at different levels of sophistication<br />It’s critical to generate specific digital insights in briefs<br />Customer journey analysis is particularly useful<br />We will be looking at this and some tools later<br />Strategy WILL be more complex for some time<br />
  182. 182. Tools You Can Use Now! <br />Search Behaviour<br /><ul><li>Google Wonder Wheel
  183. 183. Google Insights For Search
  184. 184. Google Adwords Tool</li></ul>Social Behaviour<br /><ul><li>Twitter
  185. 185. Social mention / Viral Heat
  186. 186. Sysomos / Radian 6 / Buzz Metrics (paid for)</li></ul>Website<br /><ul><li>Google Ad Planner
  187. 187. Omniture / Google Analytics / Web Trends</li></li></ul><li>Example Of Insights<br />Anti-aging dominates the skincare conversation and consists of two components:<br />Prevention: Young women seeking advice on when to start using anti-aging products and which products are best. Olay & Garnier are strong in this conversation.<br />Reduction: Typically a part of a larger umbrella conversation focusing on reducing the appearance or affects of aging through a healthy lifestyle and natural remedies, where anti-aging skincare remedies are part of the conversation but not the main focus.<br />Sharing coupons represents a significant proportion of the skincare conversation, capitalize on this by distributing Olay coupons through this medium.<br />The online audience is largely under 35 even when it comes to anti-aging. Social media programs should be designed with the young in mind. <br />Consider a young, popular, and relevant spokesperson. This generates considerable online buzz and reaches a target audience outside of those already interested in skincare and cosmetics. <br />
  188. 188. Healthcare Specific Insights<br />
  189. 189. Understanding Consumer Demand<br />
  190. 190. Understanding Where Your Consumers Are<br />
  191. 191. Understanding Seasonal Trends<br />
  192. 192. Understanding Changing Market Dynamics<br />
  193. 193. Understanding Competitive Situation<br />
  194. 194. Understanding Competitive Situation<br />
  195. 195. Forrester Engagement Tool: Groundswell<br />“A coherent approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for”<br />
  196. 196. Free Social Tools You Can Use<br />
  197. 197. Google Search Options<br />
  198. 198. Social Aggregators – Social Mention<br />
  199. 199. Twitter Search <br />
  200. 200. Where Are Your Audience Going?<br />Free tools to identify channel insights:<br />Google Ad Planner<br />You can hone your targeting strategy<br />Get insight into the kind of content your audience are looking for and visiting<br />
  201. 201. Understanding What Sites People Visit:<br />Google Ad Planner<br />Can be used to identify target content platforms based on behaviour or on demographics<br />
  202. 202. Ad Planner Results<br />
  203. 203. Website Usage Analysis<br />Why are people coming?<br />What content is popular?<br />What keywords do people use?<br />What drives return visits?<br />What different segments do you have?<br />
  204. 204.
  205. 205. Exercise: Consumer Insight: Where To Look<br />Search Behaviour<br />Google Insights For Search<br />Google Adwords Tool<br />Social Behaviour<br />Twitter <br />Social mention / Viral Heat <br />Specialist medical sites like Sermo<br />Sysomos / Radian 6 / Buzz Metrics (paid for)<br />Website<br />Google Ad Planner<br />Omniture/ Google Analytics / Web Trends<br />Split your group: some people look at search, some people look at social, some people look at website activity and then share your findings after 15 minutes<br />
  206. 206. Audience Research<br />Split into three groups. To maximize your time, each group will explore a different area of audience behaviour<br />You will have 20 minutes to generate insights in your area<br />You will then get back together to share your insights and determine which are the most important <br />These insights will then be used to build a strategy<br />What you’re looking for:<br />How your audience behaves<br />What content they need<br />What content engages them<br />How competitors are engaging them<br />
  207. 207. Leveraging The Brand Positioning<br />
  208. 208. The Position Comes First…<br />Position<br />Experiences<br />Bought Media<br />Digital display<br />Mobile advertising<br />Social advertising<br />Paid Search<br />Owned Media<br />Websites<br />Mobile sites<br />Applications<br />Branded social <br />pages or channels<br />Natural Search<br />Earned Media<br />Forums<br />Reviews sites<br />Blogs<br />Social Networks<br />Sharing platforms<br />
  209. 209. The Strategy<br />The strategy is HOW you will deliver the purpose in a compelling way to consumers<br />How can you make this relevant to your audience?<br />What kind of content can you communicate this message through?<br />That’s why insight is essential<br />
  210. 210. Some Positions That Translate Well To Using Technology<br />Enables everyone to achieve their athletic potential<br />Is your partner for weight loss<br />Helps you realise your technology dreams<br />Helps you make the most of the time you spend with your pet<br />
  211. 211. Special K Creative Strategy<br />Purpose<br />The Idea<br />The Tactics<br />The Insights<br />The Content Strategy<br />Losing weight is about more than eating cereal. <br />Search insights: people are searching for calorie information, diet plans, recipes<br />Social Insights: people complain about how hard it is to stick to their diet plan. People ask for help. People need support<br />Web site insights: the target audience spend large amounts of time on recipe sites<br />We will create tools and content that help people lose weight and promote special K as your partner for weight loss <br />Losing weight is about more than eating cereal. Special K can take an active role in helping people manage and maximise their weight lose regime<br /><ul><li>App
  212. 212. Facebook page
  213. 213. Private Facebook groups
  214. 214. Twitter community management
  215. 215. Recipes via website and apps
  216. 216. Meal plans</li></ul>We exist to help women achieve the weight they want<br />
  217. 217. Using Different Approaches To Provide The Right Experiences To Consumers Based On Purpose<br />
  218. 218. Different Buying Processes Require Different Models<br />Low involvement<br />High involvement<br />Complex buying behaviour<br />(Car)<br />Influence model or lifecycle or both<br />Variety-seeking buying behaviour<br />(Confectionary)<br />Engagement model<br />Significant differences between brands<br />Dissonance-reducing buying behaviour<br />(LCD TV)<br />Influence or lifecycle or both <br />Habitual buying behaviour<br />(Detergent)<br />Engagement model<br />Few differences between brands<br />
  219. 219. Where Are Your Brands?<br />Low involvement<br />High involvement<br />Significant differences between brands<br />Few differences between brands<br />
  220. 220. 3 Different Approaches To Making Purpose Come To Life<br />Translated into shopper experiences<br /><ul><li>You know how people shop
  221. 221. You may know when they’re shopping
  222. 222. Build experiences that influences them </li></ul>Translated into engagement<br />experiences<br /><ul><li>You don’t know when someone is thinking about buying
  223. 223. You can’t target them as they shop
  224. 224. You build experiences that builds engagement</li></ul>Purpose<br />Participation<br />Translated into lifecycle experiences<br /><ul><li>You know at what stage the customer is with you
  225. 225. You know what messages might drive more revenue
  226. 226. You build experiences customized for each consumer based on their history</li></li></ul><li>Examples<br />Translated into shopper experiences<br /><ul><li>HCP researching a condition - CNS
  227. 227. HCP keeping up to date on treatments
  228. 228. Need to be there where they look for info</li></ul>Translated into engagement<br />experiences<br /><ul><li>HCP does not know how to diagnose pre-diabetes
  229. 229. Need to raise their awareness – need to go to where they are</li></ul>Purpose<br />Participation<br />Translated into lifecycle experiences<br /><ul><li>HCP is already prescribing treatment
  230. 230. Need to build the relationship</li></li></ul><li>Strategy Process<br />Create opportunities to influence consumer behaviour<br />Identify the experience model that fits the marketing priority best<br />Understand consumer behaviour in the category - segmentation<br />
  231. 231. Model 1: The Shopper Experience<br />Where Are My Audience And What Content Do They Need To Make Decisions?<br />
  232. 232. New media landscape<br />Most trusted<br />radio<br />mags<br />newspapers<br />online ads<br />outdoor<br />television<br />EARNED MEDIA<br />First-person commentary and content about the brand posted and shared across a variety of venues<br />“Social Media” outlets also support both Bought Media (e.g., ad banners, sem/ppc, etc.) and Owned Media (e.g., widgets, apps, etc.)<br />bricks &mortar<br />‘advertising’<br />productsite(s)<br />corporatewebsite<br />DM / CRM<br />OWNED MEDIA<br />All media directly owned by the brand. These destinations provide a platform to drive marketing messages and tools to create Earned Media<br />mobile<br />video sharing<br />social networks<br />blogs<br />forums<br />personal pages<br />msm sites<br />BOUGHT MEDIA<br />campaignsite(s)<br />socialmedia<br />community<br />Typical corporate media spend Drives people to Owned Media<br />email<br />
  233. 233. Questions To Ask<br />How do your audience “shop” this category?<br />Online vs offline share of engagement<br />Role of online in the decision path – what is it used for?<br />Non-traditional digital competitors for attention<br />How do my specific target audience use digital to shop this category?<br />What type of content drives engagement?<br />Where should the emphasis be?<br />Owned vs bought vs earned?<br />
  234. 234. Influence Of Digital Varies By Category<br />
  235. 235. Shopping Persona’s In Travel<br />
  236. 236. First Choice Website...<br />
  237. 237. First Choice Content <br />
  238. 238. First Choice Advertising...<br />Message Tested: "That's why we're _____"<br />370x320<br />Note: Creative screenshots are not to size<br />
  239. 239. Most useful sources of finance information<br />grouped touch-points<br />Where buy<br />from<br />ReachingDecision<br />Thinking<br />Doing Research<br />Best Deal<br />Recommendation/ Reviews 49%<br />Recommendation/ Reviews 61%<br />Recommendation/ Reviews 57%<br />Recommendation/ Reviews 59%<br />Recommendation/ Reviews 43%<br />Online<br />Recommend<br />/WOM<br />Online 32%<br />Online 51%<br />Online 43%<br />Online 41%<br />Online 30%<br />Previous Exp<br />Advertising 30%<br />Direct 32%<br />Previous experience 33%<br />Direct 26%<br />Previous experience 23%<br />In store/Store<br />Advertising 32%<br />Advertising 24%<br />Advertising 19%<br />Direct 25%<br />Direct 30%<br />Advertising<br />Direct<br />Advertising 22%<br />Previous experience 21%<br />Previous experience 22%<br />Previous experience 23%<br />Direct 17%<br />In store/store 13%<br />Promotion / special offer 15%<br />In store/store 15%<br />In store/store 16%<br />In store/store 16%<br />
  240. 240. Most useful sources of finance information<br />individual sources<br />Where buy<br />from<br />ReachingDecision<br />Thinking<br />Doing Research<br />Best Deal<br />Previous experience of FSP 21%<br />Online search engine 29%<br />Best buy tables 26%<br />Previous experience of FSP 33%<br />Previous experience of FSP 23%<br />Online search engine 17%<br />FSP website 27%<br />Price comparison website 25%<br />IFA advice 24%<br />FSP website 15%<br />Recommendation 16%<br />Best buy tables 26%<br />Previous experience of FSP 23%<br />FSP website 23%<br />Online search engine 14%<br />Articles in newspapers/mags 15%<br />Price comparison website 25%<br />Online search engine 20%<br />Best buy tables 19%<br />IFA advice 13%<br />Financial supps in papers/mags 15%<br />Articles in newspapers/mags 23%<br />IFA advice 20%<br />Price comparison website 17%<br />Best buy tables 11%<br />IFA advice 15%<br />Financial websites/portals 22%<br />FSP website 19%<br />Online search engine 17%<br />Price comparison website 11%<br />
  241. 241. Electronics no different – online very high<br />especially in the early stages<br />Where buy<br />from<br />ReachingDecision<br />Thinking<br />Doing Research<br />Best Deal<br />Previous experience 23%<br />Recommendation 18%<br />Previous experience 26%<br />Electronics brand website 28%<br />Promotion / special offer 27%<br />Recommendation 22%<br />Promotion / special offer 18%<br />Online search engine 28%<br />Previous experience 18%<br />Buy tables 20%<br />Location of shop / store 22%<br />Online search engine 19%<br />Electronics website / portals 27%<br />Electronic brand website 15%<br />Recommendation 18%<br />Online review by consumers 26%<br />Adv on the Internet 17%<br />Window display 15%<br />Location of store 17%<br />Display / demo in store 20%<br />Location of store 17%<br />General Electronics Website 25%<br />Product / brand reviews in mags, TV, online 14%<br />Display / demo in store 15%<br />Advice from electronics expert 19%<br />Electronic brand website 14%<br />Product / brand review in mags, TV, online 24%<br />Window display 16%<br />Adv on the Internet 14%<br />Online review by consumers 17%<br />
  242. 242. Janssen CNS Portal<br />
  243. 243. InvegaSustenna Website Redesign<br />
  244. 244. How To Use Shopper Behavior<br />Targeting people based on their intent – search marketing<br />Targeting people based on their behaviour – behavioural targeting<br />Personalization on digital properties <br />
  245. 245. Digital Targeting Capabilities<br />When<br />Who<br />What<br />Where<br />Why<br />Behavioural <br />Targeting<br />IP<br />Time <br />Targeting<br />Demographic<br />Context<br />Search<br />Site Level<br />Geographic<br />Day-Part<br />Passive<br />Lunch-Time, <br />Evening<br />Finance site<br />ITV Regions<br />Audience Data<br />Site Visits<br />Active<br />Event led<br />Page Level<br />Home ISP<br />Registration <br />Data<br />Loans Pages, <br />Quigo<br />Virgin, BT<br />Sports result, <br />Roll-Over<br />Predictive <br />Modelling<br />Word Level<br />Work or <br />Education ISP<br />UCL, HSBC<br />Automated <br />page readers<br />
  246. 246. Behavioral Targeting<br />Audience<br />Advertiser<br />1<br />User behaviorsidentified based on site visits to defined sites within an area of interest<br />2<br />Users placed into groups which can be identified when they appear on a property or network<br />3<br />Advertisers select relevant audiences and target them with ads<br />
  247. 247. Re-targeting<br />
  248. 248. Re-targeting In Action<br />
  249. 249. BH: Epocrates<br />
  250. 250. Personalization<br />
  251. 251. Best Practice: Search<br />Search has put the worlds information at consumers fingertips<br />
  252. 252. Key Search Terminology<br />SEO<br />Search Engine Optimisation also Natural Search and Organic Search<br />PPC<br />Pay Per Click or Paid Search<br />CTR<br />Click Through Rate – Percentage of people who click on a search result (paid or natural)<br />CPC<br />Cost Per Click – price you pay for each click on paid search (and other marketing activity)<br />CPA<br />Cost Per Acquisition or Action<br />
  253. 253. How Google Invented Intentional Marketing<br />When you type a query into Google, you are not just searching for something<br />You are revealing your future intentions<br />Your future intentions are highly valuable commercial opportunities<br />Google did not invent the search engine<br />They recognised the true value of having the best search engine combined with exploiting your intentions<br />Intentional marketing is the exploitation of the expectation of your needs revealed through a search engine<br />
  254. 254. Search Marketing is the King of the Digital Hill<br />Over 40% of all online ad spend is on search<br />Yet the majority of traffic on a search results page is funnelled into the natural search results<br />If one of your communications objectives is to drive traffic to a website, it’s impossible to do that efficiently without a natural search strategy<br />This strategy should be integrated at the planning stage: natural search can take 3 – 6 month to optimise<br />One of the most common outcomes of an engaging TV ad is for people to Google the brand<br />
  255. 255. Brand Spend and Search Success <br />There is an extremely strong link between search and other marketing activity<br />Brands which have greater brand equity e.g. awareness, tend to generate better search click through rates than unknown brands<br />In France in 2006, a TV sponsorship of a reality TV show increased PPC CTR by so much during the period of sponsorship, that the media spend was paid for by an increase in ROI in search<br />Brands should not see search as an alternative to brand building activity but as an addition to it<br />
  256. 256. Search and Reputation Management<br />Try searching for “Dell customer service”<br />Try searching for “Orange customer service”<br />Even for companies who do not transact online, business outcomes can be affected by search performance<br />It can also affect the impression you give!<br />
  257. 257. Google Leads The Global Market<br />
  258. 258. Not Quite As Dominant In The USA<br />
  259. 259. 1<br />Having relevant content to a searchers query<br /><ul><li>Google sends out ‘robots’ to index the web
  260. 260. They travel the web via links
  261. 261. If a page is not linked, it cannot be found</li></li></ul><li>2<br />Links are the search engine’s currency<br /><ul><li>The first mass market search engine
  262. 262. Counted the number of times a word was present in the page or code
  263. 263. Tracked a small proportion of the web
  264. 264. Market leader since 2001
  265. 265. Examines the content of web pages too
  266. 266. Counts the quantity and quality of links a web page has
  267. 267. Tracks the whole linked web</li></li></ul><li>Being No. 1: The Page Rank System <br />PR(A) = (1-d) + d(PR(t1)/C(t1) + ... + PR(tn)/C(tn))<br />
  268. 268. Links are the search engine’s currency<br />
  269. 269. 3<br />How Google counts links and measures their value<br />The more links a page has, and the higher the quality of the site linking to them, the higher the “page rank”<br />
  270. 270. The heat map shows the importance of being first in the natural results<br />4<br />A result displayed lower than fifth position is viewed by only 20% of users<br />How your ranking impacts the traffic you get from search<br />Heat Map<br />Being first in natural search will typically drive 500% more traffic than being tenth<br />
  271. 271. Why Is Being First Important?<br />
  272. 272. Branded Vs Unbranded Terms<br />Use Google Adwords tool to contrast the number of branded terms vs the number of category or unbranded terms<br />What does this mean for your website and content strategy?<br />In pairs for 10 minutes<br />
  273. 273. Patanol Case Study<br />The challenges: <br /><ul><li>New website had little visibility with search engines
  274. 274. Established competitors already had a strong presence on search engines
  275. 275. Lack of listings within the major search directories
  276. 276. Lack of keyword rich content on several key pages
  277. 277. Keeping the FDA happy - carefully constructing content that presented a “fair balance” between information about the product’s effectiveness and its risks</li></ul>220<br />
  278. 278. Patanol<br />221<br />
  279. 279. The FDA’S 14 Letters Explained <br /><ul><li>Said another way, the FDA wants the search engine text ads that appear at the top and right side of a search engine results page to include full disclosure of risk information
  280. 280. This is mandated even though the search engines limit these text ads to approximately 95 characters for the headline and two rows of copy
  281. 281. And that includes spaces!
  282. 282. The letters were sent to almost all of the major pharmaceutical companies, including GlaxoSmithKline, Pfizer, Merck and Eli Lilly
  283. 283. The letters cited ads for widely used drugs including Celebrex, Propecia and Yaz did not include the necessary precautions</li></ul>222<br />
  284. 284. The One Click Debate<br /><ul><li>Until these letters were sent, pharmaceutical and media companies had assumed that there was a one-click rule
  285. 285. As long as pharmaceutical companies provided risk information within one click of their search ads — on the page that the ad linked to — they assumed they were in compliance
  286. 286. These letters made clear that was not the case:
  287. 287. “If you don’t provide the required name, if you don’t provide risk information, if you overstate the benefit of the use of the drug, that is a false and misleading ad,” Rita Chappelle, an agency spokeswoman, said in an interview. “It is vital and critical to consumers that they get that information.”</li></ul>223<br />
  288. 288. Google’s New Pharma Friendly Ad Formats <br /><ul><li>Dramatic drop in search spending since FDA warnings
  289. 289. According to ComScore, “Pharmaceutical marketers suffered an 84 percent drop in ’sponsored link exposure’ in the three months following a search advertising crackdown by the Food and Drug Administration (FDA).” 
  290. 290. John Mangano, Vice President of ComScore said, “Many pharma companies have largely abandoned paid links on Google, Yahoo, and other general search engines after receiving warnings from the FDA that those ads lack sufficient disclosure.  They’re saying, ‘We’re not going to spend on this because we got our hands slapped.’”</li></ul>224<br />
  291. 291. Google’s New Pharma Friendly Ad Formats <br /><ul><li>Google solicited informal feedback from the DDMAC (Division of Drug Marketing, Advertising, and Communications) for potential new ad formats
  292. 292. Told that mock-ups can not be presented for formal comments or approval. 
  293. 293. The ads must be in context, as used for an actual pharmaceutical product/brand campaign
  294. 294. Therefore Google has initiated a beta program to begin working with pharmaceutical companies and their agencies to create and submit these new formats to DDMAC for pre-clearance</li></ul>225<br />
  295. 295. Google’s New Pharma Friendly Ad Formats <br /><ul><li>Proposed product claim ad:
  296. 296. Proposed boxed warning ad:</li></ul>226<br />
  297. 297. 227<br />
  298. 298. Model 2:<br />The Engagement Model<br />
  299. 299. Creating Experiences<br />Not Just Ads<br />
  300. 300. Much Digital Success Relies On Active Participation<br />Consumers can choose to get involved with your brand online<br />They’re not forced to visit your site, your Facebook page or interact with a banner<br />Content can be:<br />A mobile app<br />A conversation on Facebook<br />A twitter feed<br />An email campaign<br />Most digital strategies are delivered through effective content strategies<br />
  301. 301. Nike<br />
  302. 302.
  303. 303.
  304. 304.
  305. 305.
  306. 306.
  307. 307.
  308. 308.
  309. 309.
  310. 310.
  311. 311. Re-thinking the Marketing Funnel<br />Need to re-think the marketing funnel because: <br />Complexity reigns in the middle of the funnel: The end point remains the same but the middle is now influenced by other factors such as recommendations from friends or family, product reviews, and competitive alternatives described by peers influence individuals<br />The most valuable customer isn’t necessarily someone who buys a lot: Companies also need to track individuals who influence others to buy<br />Traditional media channels are weakening: Individuals dismiss or ignore marketing messages in lieu of information available from an ever-increasing number of resources, such as product review sites, message boards, and online video<br />Consumers force brand transparency: Online social tools, coupled with increasing social behaviour online, make it easy for the truth to come out<br />
  312. 312. The Traditional Funnel<br />
  313. 313. A Better Approach<br />
  314. 314. The Components Of Participation<br />Source: Nielsen<br />
  315. 315. Elements of Participation<br />The four paths of participation:<br />Involvement: Measures and individual’s relationship with a company or brand. Includes store visits, pages viewed and time spent per page<br />Interaction: Measures events in which individuals contribute content about a brand, request additional information, provide contact information, or purchase a product or service<br />Intimacy: This component goes beyond interaction to measure the affection or sentiment an individual holds for a brand<br />Influence: This component looks beyond even sentiment to determine an individual’s likelihood to encourage a fellow customer to consider or buy a brand, product, or service<br />
  316. 316. Periodontal Disease and Overall Health: A Clinician's GuidePublic Relations Outreach Recap<br />
  317. 317. 247<br />Overview<br />In mid-November, 2010, grey healthcare group begin soliciting news coverage of the launch of Periodontal Disease and Overall Health: A Clinician's Guide, a textbook made possible through an educational grant from Colgate that explores the relationship between oral and systemic diseases<br />This recap outlines the measurable results of our PR outreach efforts<br />
  318. 318. Sample coverage<br />Dentistry IQ website<br />Dimensions of Dental Hygiene<br />
  319. 319. 249<br />Sample Coverage<br /><br />Dentechblog.blogspot<br />
  320. 320. Results <br />250<br />Web Coverage/Blogs (Dental)<br /><br /><br /><br /><br /><br /><br /><br /><br />Dentechblog.blogspot<br />Dentistry Library Blog (University of Toronto)<br />PHD Services’s Blog<br /><br /><br />
  321. 321. Results<br />251<br />Web Coverage/Blogs (Medical)<br /><br /><br /><br />Misc<br />AAP December E-Newsletter<br /><br /><br />
  322. 322. Twitter Updates<br />252<br />TheGumFairy (84 followers)<br />Guide on oral-systemic health debuts. Colgate-Palmolive releases: Periodontal Disease & Overall Health:Clinician’s Guide PM Nov 23rd, 2010 via HootSuite<br />Periowave (619 followers)<br />Guide on oral-systemic health debuts. Colgate-Palmolive releases: Periodontal Disease & Overall Health:Clinician’s Guide PM Nov 23rd, 2010 via HootSuiteRetweeted by TheGumFairy and 1 other <br />
  323. 323. 253<br />Estimated Results<br />Print Impressions 675,764 Print Earned Media $24,403<br />Online Impressions 258,523 Online Earned Media $12,330<br />Social Media/Blogs/<br />Newsletter 3,823<br />Total Impressions* 938,110 Total Earned Media* $38,233<br />1256 page views through 2010 (<br />*Impressions determined by print circulation and average monthly website viewers. Earned media determined by cost of placing one quarter page ad in publications and sites that sell advertising. Earned media costs do not include social media such as blogs or Twitter.<br />
  324. 324. Case Study - GlaxoSmithKline Alli Drug<br />
  325. 325. GlaxoSmithKline Alli Drug<br />Disease<br />– Obesity<br />Product<br />– Alli Drug<br />Objective<br />– Offer Support<br />– Increase success of it’s customers<br />Social Vehicle<br />– Community:<br />
  326. 326. GlaxoSmithKline Alli Drug<br />Features<br />– Discussion boards<br />– Official Expert Dieticians<br />– Coupons<br />Challenges<br />– Regulatory compliance<br />Outcomes<br />– Hundreds of thousands of members as well as thousands of message board posts<br />
  327. 327. GlaxoSmithKline Alli Drug<br />
  328. 328. GlaxoSmithKline Alli Drug<br />
  329. 329. My Alli on Facebook<br />
  330. 330. Colgate<br />
  331. 331. Overall Business Imperatives <br />Drive DP toothpaste recommendation and enhance undisputed leadership and Brand Recommended Most Often<br />Develop and implement in-office commercial strategy<br />Engage with the profession as a partner and add value to their business<br />Help professionals connect/engage with patients<br />Achieve leadership share of engagement in professional dental community<br />Demonstrate innovation – in product development and marketing<br />Demonstrate scientific expertise/image<br />
  332. 332. Where do we want to go? Our Unified Digital Vision.<br />Dental Professional Needs:<br /><ul><li>Provide the absolute best in patient care and solutions
  333. 333. Build a healthy and sustainable business
  334. 334. Achieve their individual goals
  335. 335. Better understand their patients needs
  336. 336. Connect/engage with patients
  337. 337. Access resources that support patient care and business management while creating efficiencies
  338. 338. Access the latest information
  339. 339. Validation from peers/influencers on product recommendations</li></ul>Colgate Business Objectives: <br /><ul><li>Build product and brand awareness
  340. 340. Enhance status as Brand Recommended Most Often
  341. 341. Achieve leadership share of engagement in professional dental community
  342. 342. Demonstrate scientific expertise/image
  343. 343. Be recognized as the most trusted partner in helping the DP treat patients and build their business</li></ul>Unified Digital Vision:<br />Become the most trusted and frequently accessed source of information that gives our partners what they need to be better professionals and grow their practices. <br />
  344. 344. What is the strategy to fulfill the vision?<br />Digital Strategy:<br />Create a multi-channel, impactful, persistent and scalable/sustainable Colgate experience that contributes to broader engagement and active recommendations<br /><ul><li>Professional support and development
  345. 345. Peer interaction and validation
  346. 346. Patient connection and dialogue
  347. 347. Colgate brand/products</li></ul>Unified Digital Vision:<br />Become the most trusted and frequently accessed source of information that gives our partners what they need to be better professionals and grow their practices. <br />
  348. 348. What are the channels to execute the strategy?(EXAMPLES OF TACTICS IN EACH CHANNEL)<br />Ongoing Professional Insights & Research to Determine Appropriate Channels<br />eCommerce<br /><ul><li>Online ordering and fulfillment
  349. 349. Applications to sell Colgate products through the DP</li></ul>CRMData collection and management<br /><ul><li>Relationship management
  350. 350. Research and insights</li></ul>Evolving Media<br /><ul><li>Mobile*
  351. 351. eDetailing
  352. 352. iPad*
  353. 353. Augmented reality
  354. 354. QR Code</li></ul>Social Media/Blogs(earned/advocated)<br /><ul><li>Dialogue with professionals
  355. 355. Professionals-to-professionals
  356. 356. Facebook, Twitter, YouTube
  357. 357. B2B social networks/Communities
  358. 358. Online PR, earned media (trades, online forums)
  359. 359. Social search</li></ul>Advertising/Sponsorships(paid media)<br /><ul><li>Geo/demographically targeted
  360. 360. Contextual search media
  361. 361. High profile display on trade pubs
  362. 362. Co-branded content
  363. 363. Sponsorships/partnerships
  364. 364. Search</li></ul>Digital Experience(owned)<br /><ul><li>Web presence
  365. 365. Email marketing
  366. 366. Video/Visualization
  367. 367. Relationship management
  368. 368. Promotional outreach
  369. 369. Hub for social and mobile initiatives
  370. 370. Organic search</li></ul>CRM and eCommerce can intersect at point of detail, whether online or in person, and links across all digital channels to enhance the impact with the professional. Requires cross functional investment in hardware and other resources. <br />Ongoing Measurement to Adjust and Refine Strategy and Execution on Ongoing Basis<br />
  371. 371. Executing the Strategy<br />Create an impactful, persistent and scalable/sustainable Colgate experience across the professional digital eco-system that contributes to broader engagement and active recommendations regarding approaches to addressing indications, solutions, and oral health in general:<br />Professional support and development<br />Peer interaction and validation<br />Patient connection and dialogue<br />Colgate brand/products<br />What We’ll Achieve: Vision<br />Become the most trusted and frequently accessed source of information that gives our partners what they need to be better professionals and grow their practices. <br />Build traffic and credibility by meeting the basic needs of DPs<br />Enhancing the FoundationJanuary ’11 – June ’11<br />Gain competitive advantage by adding value and exceeding needs<br />Expanding Your Reach<br />July ’11 – October ’12<br />Build advocacy and leadership by being the most trusted online source for DPs<br />Maximizing Results/Efficiencies<br />October ’12 – December ’13<br />
  372. 372. Tactical Plan<br />Enhancing the FoundationJanuary ’11 – June ’11<br />Expanding Your Reach<br />July ’11 – October ’12<br />Maximizing Results/Efficiencies<br />October ’12 – December ’13<br /><ul><li>Implement fixes to better meet the immediate needs of the business and DPs (home, architecture, experience, assets)
  373. 373. Launch Colgate Total CE web book
  374. 374. Continuing education-Podcasts
  375. 375. Aggressive search optimization
  376. 376. Revise newsletter strategy and maximize use of templated system
  377. 377. Implement second round of enhancements or new DP website, ensuring customization, audience driven, and dynamic pages
  378. 378. Create content in an experiential way
  379. 379. Expand online CE offering
  380. 380. Provide resources for DPs to digitize practices
  381. 381. Begin creating portable experiences that live where professionals are already spending time online
  382. 382. Continue to enhance website based on DP needs and market leadership </li></ul>Digital Presence<br />(owned)<br /><ul><li>Conduct test and learns around banner advertising
  383. 383. Identify and test partnerships around sponsored content and/or portals
  384. 384. Begin sponsored search for professionals
  385. 385. Create relevant sponsorships TBD: professional meetings, symposia, journal
  386. 386. Launch branded continuing education / webinar site, i.e. with Dental-Tribune
  387. 387. Expand search to include Google Content Network: serve contextual display ads based on highly relevant articles on diverse sites
  388. 388. Parlay partnership results into more dominant professional presence (that shuts out competitors)
  389. 389. Leverage emerging banner ad formats to provide content experiences within ad units
  390. 390. Conduct mobile advertising test and learn</li></ul>Advertising<br />(paid)<br /><ul><li>Begin monitoring, listening and analyzing social media dialogue in a measured fashion
  391. 391. Implement required business processes
  392. 392. Launch core social media properties
  393. 393. Continue social media PR efforts
  394. 394. Operationalize a proactive and reactive response strategy
  395. 395. Proactive add value/build relationships
  396. 396. Reactive - protect reputation and correct misinformation
  397. 397. Train DP to participate in social media and provide resources to enable them
  398. 398. Leverage Colgate professional social networking efforts across marketing communications
  399. 399. Build professional community to facilitate information sharing and best practices including collaboration and online events</li></ul>Social Media/PR(earned/advocated)<br /><ul><li>Conduct detailing test and learn
  400. 400. Conduct Ipad test and learn
  401. 401. Leverage emerging technologies at tradeshows/events, i.e. texting program to attendees
  402. 402. Optimize professional site for mobile access
  403. 403. Launch first DP app (potentially CE tracker, TBD)
  404. 404. Test augmented reality (TBD), i.e. patient tool that helps DPs build business
  405. 405. Consider geo-localization services to help DPs better meet the needs of patients</li></ul>Evolving<br />(technology)<br />
  406. 406. Content Syndication Approach<br />Distribution Channels<br />REMASTER<br />Owned<br />Existing Digital Assets<br />Syndication Tactics<br />Syndication Criteria<br />Measurable<br />Features persuasive facts/info<br />Meets messaging guidelines<br />Customizable for each social/digital platform<br />Paid<br />Access library of materials<br />Enhance to complement Colgate brand positioning and guidelines <br />Repurpose to effectively reach audiences, appropriate to each channel<br />Existing Offline Assets<br />Earned<br />New Digital Assets<br />New Offline Assets<br />Advocated<br />Community Dialogue<br />Evolving<br />
  407. 407. Optimizing Participation:<br />CRUK<br />
  408. 408. Database Driven Email Personalization<br />
  409. 409. Easy Sharing<br />
  410. 410. Amplifies Performance<br />
  411. 411. Allows Social Evaluation At An Individual Level<br />
  412. 412. Facebook Advertising<br />
  413. 413. Step 2. Facebook Ads: A Walk-Through<br />Facebook Ads is Facebook’s primary performance-based advertising platform<br />Option to pay on a CPC or CPM basis<br />Best way to drive traffic to your Facebook Page<br />Also very effective in driving traffic to Facebook applications and Event pages<br />
  414. 414. The Self-Serve Ad System<br />Facebook Ads is completely self-serve<br />Provides real time feedback at campaign creation<br />Advertisers simply place orders for people who match certain demographic or targeting requirements, and are only charged for performance<br />
  415. 415. Budgeting & Payment<br />The minimum daily budget is $1.00 USD, and the minimum bid per click is only $0.01 USD<br />Advertisers can also set a lifetime budget for any campaign<br />Budget option will automatically pace a campaign’s daily spend to be even across the period of time the campaign is set to run for<br />By more evenly allocating spend across a campaign, advertisers can control for high and low traffic days and spend less time monitoring<br />
  416. 416. Targeting<br /><ul><li>Facebook ad system offers a fairly simple way to get started with basic demographic targeting by geography, gender, and age
  417. 417. The ad system also offers targeting by features and characteristics unique to Facebook, such as Likes and Interests, Relationship Status, Connections, Friends of Connections, Education, Workplaces, and Languages</li></li></ul><li>Facebook Ad Case Study: Levi’s Watertank<br /><ul><li>Goal: Engagement, Network Exposure, Page Growth, Product Purchase
  418. 418. Core Mechanic: A “Watertank” game developed by Levi’s to support efforts to save water and support the organization’s clean water projects across the globe.
  419. 419. Method: By playing, users can complete a series of tasks to unlock water for Levi’s to donate $250,000 around the world 
  420. 420. Impact: The Levi’s Page has more than 3.7 million Likes, players have unlocked more than 66 million liters of water Levi’s really leverages each and every user and every action they take on the game to spread the word about the game, in it’s first week, the company’s 200 million liter goal was more than 25% complete.</li></li></ul><li>Your Task<br />Your client would like to carry out a test market using Facebook for a new online dating service for people in college<br />They would like the test to cover 50,000 potential targets before a national roll out<br />Who do you target and how?<br />In pairs, for 10 minutes<br />
  421. 421. Model 3: The Consumer<br />Lifecycle Model<br />
  422. 422. Broad Segmentation: By Customer Lifecycle<br />Engaged<br />Inactive<br />Interested<br />The person has made a commitment and is now actively involved with the brand. She expects communications and (potentially) promotions.<br />The lifecycle has ended and the person is no longer seeking a relationship.<br />The person has some interest, possibly demonstrated through an action, but they are not currently committed.<br />Lifecycle marketing is built on the idea that customers have entirely different views of a company at different points in time.<br />Digital makes this possible for a broader range of companies<br />
  423. 423. Thinking About Customer Lifecycle<br />Engaged<br />Inactive<br />Interested<br />Service<br />Grow<br />Convert<br />Re-engage<br />Valued content<br />Consumer participation<br />Upcoming event reminder<br />Promotions, competitions and alerts<br />Survey on dissatisfaction<br />Incentive to re-visit web site<br />Promotion to buy product<br />Education about the brand and its benefits<br />Promotion for first purchase<br />Data collection for specific targeting<br />Viral content<br />Viral mechanics<br />Cross sell<br />Up sell<br />Top of mind awareness - driving frequency<br />Digital makes it easier for non-transactional brands to deliver marketing based on customer journey NOT on marketers schedules<br />
  424. 424. Building Relationships<br />Not Campaigns<br />
  425. 425. Building Relationships<br />The key to the digital success of many companies is building long-term relationships<br />Data is the key to success to building relationships with consumers<br />Data is the new “Intel inside” for brands to gain competitive advantage<br />We will be looking at lifecycle marketing later in the session<br />
  426. 426. Why Data Is Hot<br />In the old world, every eyeball worth the same<br />Maximizing number of users was the key<br />In the new world, every person has a value<br />Extracting maximum revenue from each consumer is now the objective<br />Data is the key to media owner business success in a digital world<br />
  427. 427. Amazon Knows It<br />20% of Profits<br />Are Driven<br />By CRM<br />
  428. 428. Zynga Knows It<br />ZyngaEmploys<br />100 Analysts<br />To Optimize<br />Revenue<br />
  429. 429. Tesco Knows It<br />Tesco Has Given Away $3 Billion to Get Data<br />“Our mission is to earn and grow the lifetime loyalty of our customers”<br />Sir Terry Leahy<br />Chief Executive<br />
  430. 430. News International Knows It<br />Suffered 80% Drop in Users to Get Data<br />
  431. 431. More data is around<br />Opportunity<br />Media consumption is active<br />Interactivity<br />Business model change<br />Profitability<br />Critical to performance<br />Optimization<br />1<br />2<br />3<br />4<br />Why Is Data More Important Now?<br />
  432. 432. Castrol Number Plate Recognition<br />
  433. 433. Castrol Number Plate Recognition<br />
  434. 434. Number Plate Recognition<br />
  435. 435. Data Enables Conversations <br />Capturing and using data a greater market asset than software<br />Data is the new “Intel Inside”<br />Without data, you cannot open relevant conversations with your customers<br />
  436. 436. Maximizing Customer Revenue<br />Data collection<br />Lifecycle management<br />X-sell<br />Up-sell<br />
  437. 437. X-Sell<br />If someone is buying, it is your best opportunity to sell them something similar<br />Travel insurance on holidays<br />Electronics connectors<br />
  438. 438. Up-Sell<br />If someone is buying, it is your best opportunity to sell them more of the same or an upgrade to make more profit<br />2 tickets instead of one<br />VIP instead of standard<br />
  439. 439. How To Deliver Lifecycle<br /><ul><li>Updating Apps
  440. 440. SMS
  441. 441. Mobile websites</li></ul>Mobile marketing<br /><ul><li>X-sell
  442. 442. Up-sell
  443. 443. Newsletters</li></ul>Email marketing<br /><ul><li>Personalization</li></ul>On-site<br /><ul><li>Via pages and likes</li></ul>Social media <br />
  444. 444. Travelocity Emails and Trip Lifecycle Objectives<br />Post-Trip<br />Pre-Purchase<br />Post-Purchase<br />Pre-Planning<br />Gauge Satisfaction;<br />Inspire Another Trip<br />Cross-Sell;<br />Provide Trip Tools<br />Inspire the<br />Travel Idle<br />Convert the <br />Travel Inspired<br />Welcome Back <br />Cross-Sell <br />Thank You<br />Bon Voyage <br />Good Day to Buy Air <br />Good Day to Buy Hotel <br />Good Day to Buy TotalTrip <br />Unannounced Fare Sales<br />Short Notice Fare Sales <br />Great Destinations <br />Car Promos <br />Hotel Promos <br />Cruise Promos <br />Last Minute Deals Promos <br />Partner Marketing Promos <br />Real Deals <br />FareWatcher <br />Easy Escapes <br />Origination Fare Sales <br />
  445. 445. Thinking Integrated<br />
  446. 446. How To Deliver Integrated<br />Digital integrated from the start<br />Creatives engaged in digital<br />All internal client stakeholders aware of digital elements and process agreed<br />Agency roles clarified<br />Digital role in campaign clearly identified<br />Digital metrics agreed up front<br />
  447. 447. Kit<br />Trade Ads<br />
  448. 448. Transitions – Read the Green Microsite<br />
  449. 449. Transitions – Read the Green (Rich Media)<br />
  450. 450. The Future<br />We Ain’t Seen Nothing Yet<br />
  451. 451. To Infinity…And Beyond<br />Digital bits<br />Semantic Reality<br />Screens everywhere<br />New interfaces<br />
  452. 452. The future is here. It's just not evenly distributed.<br />William Gibson<br /><ul><li>With the compliments of Steve Crisp /</li></li></ul><li>Moore’s Law Continued<br />Intel believe that Moore’s law is forecast to hold until at least 2029<br />We may then already see quantum computing<br />A PC in 20 years time will make our machines look like a IBM 286 looks to us<br />“Simultaneous technology”<br />
  453. 453. Intel 3-D <br />
  454. 454.
  455. 455.
  456. 456.
  457. 457.
  458. 458.
  459. 459. The Blogging Tree<br />
  460. 460. Cisco Home Optimisation<br />
  461. 461.
  462. 462. Printers With Email Addresses<br />
  463. 463. Screens Everywhere<br />
  464. 464.
  465. 465.
  466. 466.
  467. 467.
  468. 468. Flexible Phone<br />
  469. 469. Semantics, Web 3.0 & Intelligent Agents<br />
  470. 470.
  471. 471. Siri<br />Siri<br />
  472. 472. Google Goggles Solves Suduko Puzzles<br />
  473. 473. Search Innovation AJAX- Bing<br />
  474. 474. Recognzr<br />
  475. 475.
  476. 476. Keep In Touch<br /><br />“NiallMckinney” on linkedin<br />Sign up to our newsletter<br />