Ataway Exchange 2013 presentation


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Ataway Exchange 2013 presentation

  1. 1. ©2012 MarketBridge Corp.– 1 –MARKETBRIDGE PRESENTSSCORECARDBUILDING A BETTERWhy The Maturity of Social Media IsDependent on Analytics4350 East West HighwayBethesda, MD 20814240-752-180049 Stevenson St, Suite 660San Francisco, CA
  2. 2. 12345STROKECOUNT
  3. 3. STROKECOUNT123452x106
  4. 4. - Strokes per hole- Strokes per course- Strokes per hole- Strokes per course- Hazards- Par per hole- Course rank- Competitors- Handicap- Wind Speed- Wind Direction- Club Selection- Time of Day- Stress LevelAMATEUR METRICS PRO METRICS
  5. 5. SOCIAL MARKETINGFOR AMATEURSSOCIAL MARKETINGFOR PROFESSIONALS- Facebook Likes- Twitter Followers- Pinterest Followers- Share of Voice- Share of Conversation- Brand Sentiment- Rate of Growth- % POS Referral Traffic- Twitter Mentions- Twitter Retweets- Twitter Listed- % Seniority LinkedIn- Product Recommendations
  6. 6. B2B ServicesAugust 2011B2B ProductsFebruary 201218%13%August200917%August201017%August201119%August2012Social marketing spend will continue todemand more of your budgetB2B ProductsAugust 2011B2B ServicesFebruary 201213%18%19%* Survey done by Survey Sample: 4674 Top US Marketers at Fortune 1000, Forbes Top 200 and TopMarketers who are AMA members or Duke University Alumni and Friends. 531 responded for a 11.3% response rate.86% of respondents VP-level or above.Q: What percentage of your overallmarketing budget do you expect toallocate to social marketing in the next 5years?*
  7. 7. 47%* Survey done by Pivot in conjunction with Altimeter Group and Hudson Group. Survey Sample: October2012 survey. 185 brand managers, marketers and directors surveyed for the Pivot Conference .BudgetUnclearoutcomesAbsence of clear socialstrategy for brandLack of understandingbenefits of social mediaExecutive skepticismLack of metrics45%42%39%39%37%Q: What prevents your organization from moving beyond experimentation in social marketing ?*Copyright © 2013 MarketBridge Inc., All Rights Reserved.Yet Executives Continue To View Social Media AsAn Experimental Channel
  9. 9. M A Y2010Facebookchanges“Fan” to“Like”J U L2011Twitterintroduces“Promoted”TweetsS E P2011Facebookadds“Subscribers”to “Likes”O C T2012Facebookintroduces“Promoted”postsD E C2012Facebookchanges“Subscribers” to“Followers”J U N2010LinkedInadds ownversion of“Like”The Lack of Consistency in SocialMetrics Creates Confusing Reports
  10. 10. Social Metrics Demand Context ToHave Any Form of Relevance60%65%70%75%80%85%90%95%100%020000400006000080000100000120000140000160000180000200000Bermuda USVI Aruba Bahamas Riviera Maya Jamaica CancunPositiveBrandSentimentFacebookLikesFacebook Likes Positive Sentiment
  11. 11. Social Metrics Demand Context ToHave Any Form of Relevance0%5%10%15%20%25%30%35%40%0500100015002000250030003500400045005000USVI Bermuda Aruba Riviera Maya Bahamas Cancun JamaicaShareofVoiceTwitterFollowersTwitter Followers Share of Voice
  13. 13. DIRECTREACHMeasure of immediatefans and followers inowned networksPOTENTIALREACHExtended audience notnecessarily in ownednetworksENGAGEDCOMMUNITYDegree to which socialcommunity interacts withand promotes brandINDUSTRYIMPACTMeasure of how muchsocial conversations isimpacting the industryBRANDSENTIMENTMeasure of the consumeropinion of the brand insidesocial conversationsSOCIALACCESSIBILITYEase with which peoplecan reach the brandthrough social channelsCONVERSIONPOTENTIALViability of the socialmedia space togenerate conversionsSOCIALINFLUENCEMeasure of socialchannel motivatingothers towards actionCOMMUNITYDEVELOPMENTMeasure of intentionalityof brand to cultivate anengaged communityDR PR EC IIBS SA CP SI CDThe Social Nine
  14. 14. .05 .25 .50 .75 1.0Facebook LikesFacebook PeopleTalking About ThisTwitter FollowersExtended TwitterFollowersCompany PageFollowersSpecialized GroupMembersEmployees onLinkedIn10%5%20%5%10%5%20%.05 .25 .50 .75 1.0.05 .25 .50 .75 1.0.05 .25 .50 .75 1.0.05 .25 .50 .75 1.0.05 .25 .50 .75 1.0.05 .25 .50 .75 1.0Samplenormalization ofscores toequate themeasurementsPOTENTIAL REACHPotential Reach is defined as the number of possible viewers the brand was able toextend it’s message to during the period measured. Weights change based onindustry and market.PR
  15. 15. This approach becomes an objective andrelevant scoring among competitors+Each brand is given an overall score to displaycompetitive ranking among competitors. Thestacked bar format then allows for you to seehow well each brand performed in each categoryas well to immediately assess areas of strengthsand weaknesses.SQ Scores Are Categorical To Allowfor Breakdown of Performance
  16. 16. REACH ENGAGE CONVERT EXPANDDR Direct ReachPR Potential ReachEC Engaged CommunityII Industry ImpactBS Brand SentimentSA Social AccessibilityCP Conversion PotentialSI Social InfluenceCD Community Development
  17. 17. MetricsRELEVANCEFiveKEYSCaseSTUDYSQINDEXContactUSSocial Metrics Do Not Have To Be Isolated toTop-Of-The-Funnel Strategies
  18. 18. MetricsRELEVANCEFiveKEYSCaseSTUDYSQINDEXContactUSSocial Metrics Do Not Have To Be Isolated toTop-Of-The-Funnel Strategies
  20. 20. 26.559. 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.00.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0CelebrityRoyalCarribbeanDisneyCruise LinesPrincessCarnivalSQ IndexDirect ReachPotential ReachEngaged CommunityIndustry ImpactBrand SentimentSocial AccessibilityConversion PotentialSocial InfluenceCommunity DevelopmentCruise Industry SQ IndexApril 1-30, 2013
  21. 21. COMMUNITYDEVELOPMENTFacebook PTAT vs Facebook ROG April 2013Community Development scores the intentionality of the brand to grow theirsocial followings across the various networks.How Does Princess Do It?LEADER12Users Remain Engaged on FacebookDespite note having the largest Facebook community, Princess’ socialfollowing on the channel consistently share out content.High Number of Views on YouTubePrincess ranks 4th in overall YouTube subscribers, but their 7M+ views onthe channel reflects the content getting shared through other channelsand contributes to Facebook’s PTAT score as mentioned above.Best Practices3Competitive Downstream TrafficFacebook ranks among the top ten destination sites for traffic leaving theirwebsite.SQ Index Highlights - Cruise0%2%4%6%8%10%12%14%16%010,00020,00030,00040,00050,00060,000Princess Disney Carnival Royal CelebrityFacebookROGFacebookPTATPTAT FB ROG
  22. 22. BRANDSENTIMENTFacebook PTAT vs Facebook ROG April 2013Brand Sentiment seeks to quantify consumer and media opinion based on postsand discussions in social channels.How Does Disney Do It?LEADER12Media Outlets Significantly More CriticalDespite mainstream news outlets carrying stories that were not entirelyglamorous, social users for cruise brands were consistently morepositive (and at times defensive) about their favorite brand.Disney’s Use of Twitter SignificantDisney carried the highest number of Twitter followers and Retweets forthe competitive set. This essentially placed Disney in greater control oftheir brand message given the loyalty they have earned from theirFollowers.ObservationsSQ Index Highlights - Cruise0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%100.0%Princess Disney RoyalCarribbeanCarnival CelebrityPositive Media Sentiment Positive Consumer Sentiment
  23. 23. 25.647.550.961.188.90.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.00.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0WyndhamHotels &ResortsWaldorfAstoriaPark HyattIntercontinentalRitz-CarltonSQ IndexDirect ReachPotential ReachEngaged CommunityIndustry ImpactBrand SentimentSocial AccessibilityConversion PotentialSocial InfluenceCommunity DevelopmentHotel Industry SQ IndexLuxury Category :: April 1-30, 2013
  24. 24. POTENTIALREACHTwitter Mentions vs Extended Reach April 2013Potential Reach defines the extended audience (not necessarily in ownednetworks) that is accessible to the brand message.How Does Ritz-Carlton Do It?LEADINGBRANDBest PracticesSQ Index Highlights - Hotel LEADINGHOTEL12To Put It Simply.... They Get TwitterParticipating in #FF results in the Ritz brand coming off as socialsaavy and results in new followers.Twitter is the Medium... CustomerService is the StrategyThe Ritz-Carlton responds to CSR tweets and gets recognized by thesocial community for their intimacy.3Leveraging Influencers as Week-LongCelebritiesThe brand “courts” travel writers and other travel influencers byinviting them to be a “rep” for the hotel for a week at a time.02000004000006000008000001000000120000014000001600000180000005001,0001,5002,0002,5003,0003,5004,000ICH Ritz-Carlton Park Hyatt WaldorfAstoriaExtendedTwitterReachTwitterMentionsTwitter Mentions Extended Twitter Followers
  25. 25. Destination Industry SQ IndexApril 1-30, 201331.636.155.261.665.70.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.00.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0ChicagoWashington DCOrlandoNew YorkSan FranciscoSQ IndexDirect ReachPotential ReachEngaged CommunityIndustry ImpactBrand SentimentSocial AccessibilityConversion PotentialSocial InfluenceCommunity Development
  26. 26. ENGAGEDCOMMUNITYFacebook PTAT vs YouTube Views April 2013Engaged Community measures the degree to which social base interacts with andshares the brand’s content and messaging.How Does Visit Orlando Do It?LEADER12Users Remain Engaged on FacebookFacebook PTAT remains consistently above average for competitive set.High Number of Views on YouTubeOver 500,000 views for channel. San Francisco followed with 472,000.Best Practices3Strong Presence Across NetworksCombination of above two points, as well as having third highest Likes onPinterest.SQ Index Highlights - CVB010000020000030000040000050000060000070000001000200030004000500060007000Orlando New York Chicago DCYouTubeChannelViewsFacebookPTATFacebook PTAT YouTube Views
  27. 27. Lane DouglasEmail: ldouglas@market-bridge.comTwitter: @lanedouglasSlideshare: /lanedouglasTheMARKETBRIDGESQ INDEXThe definitive waybusinesses scoresocial