Vivaldi Partners Group released “Brands & Social Networks: New Findings on how consumers connect with brands." The report, in conjunction with research partner Ipsos, looks at why consumers follow brands on social networks, why they stop connecting with brands, and what brands can do better.
“Brands & Social Networks: New Findings on how consumers connect with brands” is a flash update to the Social Currency 2012 Report that Vivaldi Partners Group released last year.
The full report, along with all the other Social Currency research reports, can be downloaded on the Vivaldi Partners Group website: vivaldipartners.com/vpsocialcurrency/about
More information on Social Currency 2012 can be found at: http://www.vivaldipartners.com/sc2012
Delvinia Digital Diseases Presentation SmeiDelvinia
Adam Froman identified the six common missteps made by digital marketers that Delvinia calls “digital diseases” which can be found lurking online that wary customers avoid contact like the plague; they are as follows: Widget-it is, Obsessive Content Disorder or OCD, Data-pox, Ad-theria, Mono-typosis and Navigation Deficiency Virus (NDS).
Social media is everywhere and companies and consumers alike are constantly looking for effective ways to utilize online communities, blogs, wikis and the latest social media tools to engage audiences. With more than 300 million people engaged in social media, failing to leverage online mediums is often interpreted as taking a step backwards. It is the age of the consumer and social media has been the catalyst, effectively shifting control from management to the customer. Understanding your customer, giving them a voice and most importantly, listening to what they have to say is key to succeeding in the new digital world.
You will learn:
To effectively engage the audience. Digital marketing and social media in particular is a powerful platform that can create lasting customer relationships and generate millions of dollars for marketers, but you must make things interesting and meaningful.
How to listen to your audience(s). If someone that you do business with offers you advice on improving your business/customer relationship – listen. Maintaining an existing relationship is easier than spending time and money searching for a new one.
To be innovative. The biggest mistake a business can make is not experimenting or developing their digital marketing capabilities. If you’re not doing it, someone else will.
Delvinia Digital Diseases Presentation SmeiDelvinia
Adam Froman identified the six common missteps made by digital marketers that Delvinia calls “digital diseases” which can be found lurking online that wary customers avoid contact like the plague; they are as follows: Widget-it is, Obsessive Content Disorder or OCD, Data-pox, Ad-theria, Mono-typosis and Navigation Deficiency Virus (NDS).
Social media is everywhere and companies and consumers alike are constantly looking for effective ways to utilize online communities, blogs, wikis and the latest social media tools to engage audiences. With more than 300 million people engaged in social media, failing to leverage online mediums is often interpreted as taking a step backwards. It is the age of the consumer and social media has been the catalyst, effectively shifting control from management to the customer. Understanding your customer, giving them a voice and most importantly, listening to what they have to say is key to succeeding in the new digital world.
You will learn:
To effectively engage the audience. Digital marketing and social media in particular is a powerful platform that can create lasting customer relationships and generate millions of dollars for marketers, but you must make things interesting and meaningful.
How to listen to your audience(s). If someone that you do business with offers you advice on improving your business/customer relationship – listen. Maintaining an existing relationship is easier than spending time and money searching for a new one.
To be innovative. The biggest mistake a business can make is not experimenting or developing their digital marketing capabilities. If you’re not doing it, someone else will.
Social Media: Embracing the Opportunities, Averting the RisksRussell Herder
This webinar presentation by Russell Herder and Ethos Business Law offers insight into business leaders’ views and perceptions on the pros and cons of empoyees' use of social media and provides actionable recommendations and advice on the development of social media policies and employee training sessions. It also highlight the information gleaned from the recent national study conducted by the two firms on social media trends in the workplace and policy adoption.
Presentation given at the 2012 IASA Annual Conference on the use of social data in the insurance industry. Snapshot survey results and review of case examples.
This is the full results deck for the 2012 Flash Games Market Survey, conducted by Mochi Media and our survey partners Adobe and FGL.com.
Now in our 4th year, Mochi Media conducts this annual survey to "take the pulse" of the Flash games industry.
Due to lowered barriers and improvements in technology, we are seeing an evolution of the Flash games industry, where old labels of "Flash game developer" and "mobile game developer" are being replaced with simply "game developer".
Online payment (79%), Shopping abroad (65%), Pay for utility (63%) are top 3 things appropriate for using credit card
Find more at: http://di-onlinesurvey.com/
Social Media: Embracing the Opportunities, Averting the RisksRussell Herder
This webinar presentation by Russell Herder and Ethos Business Law offers insight into business leaders’ views and perceptions on the pros and cons of empoyees' use of social media and provides actionable recommendations and advice on the development of social media policies and employee training sessions. It also highlight the information gleaned from the recent national study conducted by the two firms on social media trends in the workplace and policy adoption.
Presentation given at the 2012 IASA Annual Conference on the use of social data in the insurance industry. Snapshot survey results and review of case examples.
This is the full results deck for the 2012 Flash Games Market Survey, conducted by Mochi Media and our survey partners Adobe and FGL.com.
Now in our 4th year, Mochi Media conducts this annual survey to "take the pulse" of the Flash games industry.
Due to lowered barriers and improvements in technology, we are seeing an evolution of the Flash games industry, where old labels of "Flash game developer" and "mobile game developer" are being replaced with simply "game developer".
Online payment (79%), Shopping abroad (65%), Pay for utility (63%) are top 3 things appropriate for using credit card
Find more at: http://di-onlinesurvey.com/
For many brands, collecting likes and fostering engagement by any means necessary is a sign of a successful social media program. But if you dig deeper into these metrics, what do they actually mean? What is driving the actions? Are they taken by true brand advocates? Are the engagements contributing to the business’s bottom line?
A recent study conducted in partnership with SurveyMonkey has uncovered valuable insights into how to cultivate advocacy. With over 5,000 respondents from 11 countries, the results map how to build relevance and trust and drive forward a brand, business, and reputation around the globe.
Planet Hyperconnected - New lessons for brands in a hyperconnected world by i...Sarah Aitken
EVERYONE’S HEARD THE NUMBERS:
A BILLION USERS ON FACEBOOK.
A BILLION DOLLARS FOR INSTAGRAM.
A BILLION SMARTPHONES BY 2016.
But what’s the story behind the statistics? What are the shifts in human behavior, expectations and motivations these rapidly changing platforms are creating? And most importantly, what does it mean for brands?
In our global study of Planet Hyperconnected, iris has gone deep. In partnership with the Global Web Index we’ve surveyed 6,000 Moms and Gen Y around the world about the details of their digitally-influenced attitudes and behaviors. And then we spent a week studying the lives of the most hyperconnected through a digital ethnography to understand the underlying needs and motivations behind their behavior.
Some of the outputs reaffirmed our industry hypotheses – but surprisingly, some flew right in the face of them.
In this session Esty Gorman, Director of Strategy at iris, will share the results and the implications of the study along with Sarah Aitken, Managing Director at iris New York. We will focus on the more alarming results and the kind of change in strategy brands should adopt to stop being hyper-active and start being hyper-connected.
Social Media: Embracing the Opportunities, Averting the Risks Webinar Present...Elizabeth Lupfer
The "Social Media: Embracing the Opportunities, Averting the Risks webinar" webinar offered insight into business leaders’ views and perceptions on this issue and provided actionable recommendations and advice on the development of social media policies and employee training sessions. The webinar also highlighted the insights gleaned from the recent national study conducted by Russell Herder, in conjunction with Ethos Business Law, on social media trends in the workplace and policy adoption.
Digital marketing trends that will help your future strategyNatalia Chrzanowska
Marketing environment is constantly changing. Brands that want to stay ahead of competition must follow current trends and more importantly listen to their audiences. Consumers nowadays are more impatient and more demanding than ever. They expect brands to solve their problems and meet their expectations. On the other hand, they do not trust brands anymore. That's why you should think of redefining your marketing strategy and adjust it to today's reality.
According to new survey data from Constant Contact®, Inc., the challenge of attracting new supporters is keeping 64% of nonprofits up at night. While the Constant Contact 2012 Nonprofit Pulse Survey revealed nonprofit concerns related to cash flow and staff levels, it also revealed that 58 percent find social media marketing an effective marketing tool that can be deployed to address these concerns.
Similar to Brands & social networks flash survey: New Findings on how consumers connect with brands (20)
The landscape has changed, and with it, the foundations your business needs for success. Learn how to unlock hidden insights in data and lead your team to greater success with Vivaldi's new quick guide for CMOs.
Contact our team of experts via email: hello@vivaldigroup.com.
Today’s B2B landscape is facing a paradigm shift from business to business to human to human, leading to 5 key challenges for businesses to overcome. Vivaldi brand-building experts share winning approaches to tackle these challenges to unlock growth opportunities. If you're interested in learning more, please contact us at: hello[at]vivaldigroup.com
Gen-Z Insights: Is Your Brand Ready To Take On The Next Generation? VIVALDI
With incredibly high expectations for brands, Gen-Z is a generation of competitive “aspirationalists.” We’ve identified 5 key Gen-Z insights that will help your brand unlock growth opportunities, they revolve around the following values: Access Over Ownership, Hyper-Personalization, Anchored In Ethics, Seamless Experiences and Capturing Attention.
Vivaldi explores the rising influence of platforms and the four perspectives on platforms that have led to its definition today.
Enquire about Vivaldi's leading platform strategy expertise and offerings by visiting vivaldigroup.com or emailing to hello@vivaldigroup.com to connect with one of our experts.
A New Era of Brand-Building | Erich Joachimsthaler Brand Smart KeynoteVIVALDI
Brand-building has departed from traditional models of awareness, image, and emotion, and has landed in an era of utility. Marketers must compete, more so even than before, for a share of their customers’ busy lives. Utility is what allows brands to deliver on customer expectations and create value in the 1,440 minutes of their day. Vivaldi CEO Erich Joachimstaler names the old era the “World of Walls,” driven by supply, wherein branding serves to insulate from competitors, and the new world: the “World of Webs.” Today’s world is ruled by demand, and brands serve to facilitate connection, interaction, and change.
To succeed in this age of disruption, brands and businesses need a new roadmap that harnesses technology and data to connect more deeply with customers and rethink how to work within the larger ecosystem. Erich shares the 4 new principles of building strong brands in this presentation given at the annual Brand Smart event in Chicago.
A Revolution is Coming in How Business Marketers Create Value Across Industri...VIVALDI
At least since the industrial revolution, the basic model of a market and how companies create value has been the same. Companies buy, make, and sell stuff. Value is created at every stage of the value chain and at the end of the pipeline a product or service that customers value pops out. That fundamental basic structure is now shaken up by technology.
In place of the basic model are new models of value creation –
some call them digital ecosystems, platform businesses, cloud-based business models, or Industry 4.0. Regardless, these technologies have one thing in common: they leverage a global digital infrastructure that enables connectivity and interaction between producers and customers, and a third-party ecosystem of partners.
These new models have shocked the foundations of markets, industries, and businesses that serve customers. Dr. Joachimsthaler describes the nature of these shocks on industrial markets and businesses, and shows how companies and brands in traditional B2B markets can adopt some of the principles of these new models of value creation with the goal to achieve new competitive advantages. Dr. Joachimsthaler also outlines how the role of business marketers is changing in this new context.
"What to do at a time when consumers no longer trust brands, when marketing is less and less effective and differentiation is rare? Tips on how to address the new marketing paradigm and improve people's lives.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
"The Mad Men era was defined by the quest for awareness through big budget advertising. The days of Strategic Brand Management address relevance and differentation, through increased emotionalization. Today, neither are sufficient and building brands in the digital age require creating experiences that connect, that engage and that create value and utility for the customer.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
"Are brand valuation techniques still adapted to the modern role of brands in building equity for an organization? This presentation reviews some of the more common approaches and introduces an alternative adapted to the measurement of brands in today's digital and social world.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
Staying Ahead of Disruptors in the Hospitality BusinessVIVALDI
"How to stay ahead of hospitality industry disruptors (hi there, Airbnb)? Erich Joachimsthaler, founder and CEO of Vivaldi, shared his perspective at HX The Hotel Experience. The secret lies in building brands around a deep understanding of today’s travel customer and creating meaningful customer relationships in the age of Digital Darwinism. Calling on hoteliers to rally their brands around a customer-focused purpose, Erich highlighted the tensions facing today’s travelers, especially in leisure travel, which even the disruptors aren’t solving: customers are constantly having to make trade-offs between authenticity, self-reward, and self-expression. Understanding where your customers’ current trade-offs lie, and tapping into exactly those spots will be what separates the cream from the crop in the future of hospitality – and is the biggest insight that Erich shared with the industry shakers and movers.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
It's a Complex Healthcare World: Complex Patients, Markets and TechnologiesVIVALDI
"As healthcare rapidly progresses towards digital transformation, Erich Joachimsthaler, Vivaldi founder and CEO, gave the keynote speech to the annual general meeting of The Pharmaceutical Business Intelligence and Research Group (PBIRG). Understanding the active, self-directed, problem-solving patient will be key to reimagining the future of healthcare. Erich shares four steps to doing just that.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
Brand & Corporate Culture: The Burberry ExampleVIVALDI
"A deep dive into the transformation of Burberry. The nearly 150-year-old British manufacturer of trench coats had lost its way in 2006 and started a digital transformation, which called for a complete overhaul of its technology infrastructure from the front-end customer experience to the back-end operations and global supply chain. But while the technology initiatives that changed the major processes of the company have been widely copied by other fashion retailers, it was the cultural transformation that Burberry pursued in tandem that put the company into the Champions league of the most admired luxury brands in the world forever: placing the trench coat front of the center of the organization as an object of pride; identifying and recruiting for key business-driving roles; leveraging new capabilities to create music, movies and storytelling to speak to millennials, etc... this is a study of how brand and corporate culture trasnformed the business.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
The UBER Effect: How to Compete in the New Business OrderVIVALDI
"How to compete in our new world of disruption?
Vivaldi Founder and CEO Erich Joachimsthaler gave a keynote address at the Brand Week Istanbul festival on November 9, 2016 during which he outlined how to stay ahead of what he calls the “Uber effect.” He reminds us that it is not just technology that matters. What matters is how consumers have adopted technology, and the pace with which they have adopted technology. It has created a new consumer—the empowered consumer and always-on consumer. Erich highlights how marketers can succeed in this environment and how to approach innovation, build strong brands and connect with customers in meaningful ways.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
Why Digital Connectivity Matters to B2B CompaniesVIVALDI
"On February 28th, executives from leading B2B enterprises gathered at SAP’s headquarters outside Philadelphia for a Jam Session with ISBM. The theme of the conference was certainly cautionary, if not foreboding: “Disrupt or Be Disrupted.” But there were plenty of hopeful insights to glean from the day’s workshop, especially in the keynote address from Vivaldi’s own founder and CEO Erich Joachimsthaler.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
"Traditional brand trackers are built for the marketing of yesteryear, not the fast-paced world of the digital era - so most companies react too late and marketers are ill-equipped to respond to the digital natives. Marketers need a new way to understand the strength of a brand. That's where BPS comes in. What is BPS? It's brand performance measurement built for today.
Vivaldi is a global strategy firm helping companies address their toughest challenges in driving growth with expertise in brand strategy, innovation, design and cultural transformation. For more information about Vivaldi, visit our website: http://vivaldigroup.com/ "
"The Changing Role of the CMO" Report by Vivaldi Partners GroupVIVALDI
"The Changing Role of the CMO” is a report released by Vivaldi Partners Group, a growth and brand strategy consulting firm that includes a design and experience agency known as Fifth Season.
Vivaldi Partners Group conducted in-depth interviews with CMOs and senior marketing executives across three continents to get their perspectives on the transformation in the field of marketing.
The resulting research uncovered five common areas of change for most CMOs. The report also identifies three particular skill sets would be key to managing these five areas of change.
Find out more information here: http://vivaldipartners.com/
Social Currency Impact Ranking (Abbreviated) VIVALDI
This is an abbreviated version of the Social Currency Impact Ranking that was released by Vivaldi Partners Group, a strategic consulting firm that includes a digital and technology agency known as Fifth Season.
In the report, Vivaldi Partners Group ranks the best brands that most effectively leverage the social behaviors that influence the degree to which individuals share a brand or information about a brand with others.
This abbreviated ranking shows the top 10
The report is a ranking of the brands in the Social Currency 2012 Report. Both reports, and all of the Social Currency research reports, can be downloaded from the Vivaldi Partners Group website: http://vivaldipartners.com/vpsocialcurrency/about
More information on Social Currency 2012 can be found at: http://www.vivaldipartners.com/sc2012
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Brands & social networks flash survey: New Findings on how consumers connect with brands
1. Brands & Social Networks:
New Findings on how consumers connect with brands:
Flash Survey
1
2. Contents
Introduction 3
Why do people follow brands? 5
Why do consumers stop connecting with brands? 14
What can brands do better? 11
Overall Conclusions 28
2
3. Introduction
“Brands & Social Networks: New Findings on how consumers connect with brands”
is a flash report of the larger “Social Currency 2012 Report” by Vivaldi Partners Group
that was released in September 2012.
This update explores:
» why consumers follow brands,
» why some stop connecting,
» what brands can do better to engage.
Using the Vivaldi Social Currency perspective, we draw conclusions on what businesses should focus
on to engage customers.
We would like to thank our research partner, Ipsos, in their help designing and executing the survey.
3
4. What is this study?
We asked:
1,004 455 Male 549 Female
Respondents
A c r o s s A l l A g e s & I n c o m e G r o u p s A c r o s s t h e U . S .
We wanted to find out:
Why do people follow brands? Why do they stop? What can brands do better?
4
6. Consumers share on social networks. Out of those who are connected to brands on social media,
only 43 percent are motivated to share ideas for new products or services.
Even less—33 percent— want to engage and connect with other consumers.
77 percent of consumers use social networks, and seven in ten connect with brands.
About half of those who connect with brands do so with five or less brands.
The top reasons for connecting with brands on social networks are primarily personal and not social
in nature. Specifically, eight of 12 reasons are self-interested motivations such as receiving
a discount or getting a deal.
Far fewer consumers state that the reason for connecting with brands is to engage or to connect
with others who like the brand. These findings contrast with the prevailing thinking
in social media that brands can play an important role in connecting people with others.
Only 33 percent want to connect and engage with other customers of a brand, and only 44% want
to recommend and connect with friends with their favorite brands. These numbers are much smaller
than those reported in previous studies which showed that more than 67 percent of consumers
encourage friends to try new products, or recommend product or services to friends.
6
7. Personal reasons for connecting to brands
39%
37% 37%
30%
19%
18%
6% 6% 6%
3%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I am looking for special savings or events or exclusive offers. I like knowing the latest news about this brand.
7
8. Personal reasons for connecting to brands
38%
32%
29%
27%
20% 19%
12%
11%
7%
5%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I am a loyal fan. I am looking for fun/entertainment such as games, contests,
and other unique experiences.
8
9. Personal reasons for connecting to brands
35% 36%
33%
28%
16% 15%
13%
9% 8%
7%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
The brand reflects my lifestyle. I want to share my ideas for new products and features.
9
10. Personal reasons for connecting to brands
38%
34% 33%
31%
17%
15%
12%
9% 8%
5%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I identify with what the brand stands for. I want to show others what I like.
10
11. Social reasons for connecting to brands
42%
38%
25%
23%
15%
14%
12% 12%
10% 9%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I want to be heard and interact with the brand on my My friends like/follow this brand as well.
social network.
11
12. Social reasons for connecting to brands
39%
37%
27%
22%
17% 17%
10% 11% 13%
7%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I want to recommend or connect my friends with I want to engage and connect with other customers.
my favorite brand.
12
13. Sharing is NOT the new giving!
37% 36%
28%
22%
17% 15%
13% 13%
11%
8%
Strongly Somewhat Neither Somewhat Strongly Strongly Somewhat Neither Somewhat Strongly
Agree Agree Agree or Disagree Disagree Agree Agree Agree or Disagree Disagree
Disagree Disagree
I want to engage and connect with other consumers. I want to share my ideas for new products and features.
Only 33% of consumers want to engage and connect with other consumers,
and only 43% of consumers want to share ideas for new products and features.
13
15. Consumers do not stay connected with their brands forever.
56% of consumers split up—by unsubscribing
or “un-liking”—from a brand or company on a social network.
39% of consumers, however, never disconnect from a brand.
15
16. People break up with brands for a variety of reasons:
0% 5% 10% 15% 20% 25%
People split with brands for the same reasons they follow brands. Not Enough Information
Some top reasons are:
Dislike Information Published
There was no real value (22%)
The content become repetitive or boring over time (19%)
I only liked a page to get discounts/deals and now it is no longer Too Many Brands
useful (16%)
Too Much Information
Annoyance and impatience with the vast amounts of deals
or promotions offered is a big factor too: Information Published Too Frequently
Information was published too frequently (16%)
I did not want to have more information pushed to me (14%) No Longer Interested
I like too many brands and my wall was too crowded (10%)
Discount Or Deals
Inability to hone in consumer preference also contributes
to splitting with a brand: Content Became Repetitive/Boring
I was no longer interested in the brand or company (16%)
The brand published information that I did not like (7%) No Real Value
Information was not published frequently enough (4%)
16
18. Social Behaviors drive Social Currency
In order to explore further what brands can do better with consumers on social networks,
we assessed the performance of brands across six dimensions of social currency.
Social currency is the degree to which consumers share a brand or information about a brand with others.
Vivaldi believes that in order to create social currency, marketers must enable consumers’ six social
behaviors (see next page). To the extent that marketers facilitate or enable consumers,
to that extent consumers are willing to connect and engage with the brand online.
The results show that there is enormous room for improvement. Only 38 percent of consumers believe
that brands provide them with the tools or means to promote or defend a brand on social networks
(advocacy). And only 35 percent believe that brands provide sufficient motivation or incentives to talk
about a brand to others (conversation).
18
19. Six Social Behaviors and Consumer Perceptions on Social Networks
ADVOCACY
Promote or defend Only 38% consumers believe that brands provide
a brand or business advocacy avenues on its social networks.
100
IDENTITY CONVERSATION
100 100
Express me, the brand, Talk about a brand or
and my relationship
38
business to others
with others to others 42 35
49 42
INFORMATION AFFILIATION
100 100
62
Receive from and share Connect and become
with other people a member of a com-
valuable information munity of people that
about brands is linked to a brand or
100 business
UTILITY
Derive value from 62% believe that brands provide sufficient value
engaging with brands to engage with brands or other people on social networks.
and other people
Social Currency Behavior metrics are aggregates of relevant statements from the survey.
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20. Best Practices in Social Currency
Vivaldi periodically surveys the best practices in creating social currency (see SC 100+ for a complete listing):
SC 100+ is an online curation
that explores the best and most
successful applications of social,
SC 100+ digital, and mobile technologies
today.
vivaldipar tner s.com / vpsocialcurrency
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21. Deliver outstanding utility and entertainment value to consumers.
Disney is a brand that scores high on overall social media presence. Across various
Facebook channels, it has amassed over 75 million followers. Its top channel alone
has accumulated over 45 million followers. On TrackSocial, it is second to only
Coca-Cola in 2012 in terms of social engagement. On social buzz, it tops every brand.
Featured Initiative: Disney’s My Magic+ Platform
Disney enhances the customer experience at its parks through the new My Magic+
platform that will allow Disney to issue visitors rubber bracelets (encoded with
credit card information) which lets them do virtually everything: access rides, park
venues, and their hotel room, and even pay for food and merchandise. With this
effort, Disney makes a significant effort in the customer service experience of major
amusement parks. It eliminates key pain points of service delivery, such as long
lines and opening the wallet during the course of the visit.
Other Similar Initiatives:
Weber’s On-the-grill app: www.weber.com/weber/free-app
Waze’s social traffic sharing app: www.waze.com
Learn more:
http://www.cfnews13.com/content/news/cfnews13/on-the-town/article.html/content/news/articles/cfn/2013/1/7/disney_magicband_wri.html
http://www.koaa.com/news/disney-unveils-magic-bands-with-guest-information/
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22. Make information that is valuable to consumers and broadly available.
Subway takes the top spot in our social currency ranking (see the Vivaldi Social
Currency Ranking Top 25 at www.forbes.com) because it performs high
on the six dimensions of Social Currency behaviors and impacts customers
in consideration, purchase and loyalty. Subway benefits from a large
Facebook and Twitter audience it scores very high on engagement, driving
Conversation, Advocacy and Affiliation. Subway fans and followers are very active.
Subway continuously delivers valuable information and promotes deals without
pushing the advertising theme too far. Subway is relevant and provides meaningful
information for its visitors. These results are confirmed by other social rankings,
including TrackSocial and SocialBusinessIndex which rank Subway’s presence
and engagement above average. Numerous studies including the 2012 Social Media
Restaurant Index by DigitalCoCo, confirms the strong performance of Subway
in 2012 with high scores on engagement. Subway is not only the leader in our
ranking, it is among the top restaurant social media category. As a results, Subway
has enjoyed a very positive sales performance with a growth of nearly 50% over five
years. Meanwhile, the growth for its competitors is less than half, with McDonalds
at 26%, Wendy’s with 9% growth, and BurgerKing and experience flat growth.
Subway is now No. 2 with over 11 billion is sales (Technomic 2012).
22
23. Featured Initiative: Subway’s “The Flavorizer”
The Flavorizer is an application that lets visitors build and name a breakfast
sandwich. The Flavorizer has a gallery of custom-made sanchwiches with
specialized ingredients, user-created menu names, and photos of the Facebook fan
who came up with the “culinary” creation. This initiative is how it links into
a brand’s performance of consideration, visitation to the store, purchase, and loyalty.
Subway links the initiative to promotional efforts such as coupons.
Other Similar Initiatives:
Delta’s glass bottom jet: mashable.com/2013/01/14 delta-airlines-ipad-app-glass-bottom-jet
Learn more:
http://nrn.com/latest-headlines/subway-olive-garden-among-top-movers-restaurant-social-media-index; Entreprenuer magazine ranks Subway #2 overall in it 2012 Fran-
chise 500 Ranking and SocialBakers list subway the #27 overall brand on Facebookhttp://www.kizata.com/blog/subway-leads-the-way-in-social-media-social-media-for-re-
tail; Survey of 600 consumers by Conversocial tops Subway over McDonald’s, BurgerKing, Starbucks and 7-Eleven http://www.entrepreneur.com/blog/224023#
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24. Create identity-building engagement opportunities for people.
Burberry is one of the top ranked fashion brands across social networks. It has
over 13 million fans on Facebook, over 1.3 million Twitter followers (compared
to about 100,000 followers for Zara). It has over 500,000 Instagram followers
and 1.4 million circles on Google+.
Featured Initiative: Tweet Walk and Runway to Reality
Burberry launched Tweetwalk, a campaign to premiere its Spring/Summer 2012
collection on Twitter, moments before the models hit the runway, creating massive
buzz on Twitter and creating conversations and information equities for Burberry.
It also yielded “identity-building” engagement among those that tweeted on behalf of
Burberry. As part of its Runway to Reality effort, it made videos shoppable for the
Fall/Winter collection now a fairly standard for top fashion brands. Burberry wins,
grows its business intelligence of its fan base, and is in the process of building an
entirely new business model, more like a media company than a fashion house.
Other Similar Initiatives:
Athletica’s Create Your Intentions initiative: www.athleta.net/2012/12/31/the-power-of-intention-whats-yours
Canon’s project Imagin8ion: www.youtube.com/watch?v=KHeYtOUb8SY
Louis Vuitton’s Amble app: www.louisvuittonamble.com
Learn more:
Beth Kowitt (2012), “Burberry’s Angela Ahrends: High Tech Fashion Model,” Fortune, June 11; Lauren Indvik (2011), Burberry’s Evolving Role as a Media Company, Septem-
ber 21; Blue Carreon (2012), “Burberry Lets You Shop While You Watch Its Campaigns,” June 4, 2012. Burberry is ranked the top ten brands photos on Instagram: Jeff Bullas
(2012), The Top Ten Brands Photos on Instagram, August 28.
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25. Get word of mouth on steroids for your brand through advocacy.
Dunkin’ Donuts started its social media campaigns in late 2008, being among
the first to understand that it does not own its online media channels, but merely
can moderate them. DD invested heavily in social media support with dozens of
people engaging with customers and tracking responsiveness via social analytics
and monitoring tools. This made DD one of the top brands on SC in our 2010 study
already. The social tracking shows that its employee engagement in social media
is very high that focus on conversations about the brand and company.
Featured Initiative: Creativity runs on Dunkin
Dunkin’ Donuts features 13 Pinterest boards where they post photos of donuts and
coffee as well as innovative “Creativity runs on Dunkin” board, displaying fan tributes
to the coffee. Through this, Dunkin’ Donuts creates advocacy and visibility.
Other Similar Initiatives:
Walmart’s Get on the Shelf initiative: www.brands.walmart.com/getontheshelf
Dodge Dart’s crowdsourcing initiative: www.dodgedartregistry.com
www.youtube.com/watch?v=BCfxOWLuNwU&ism=KM1.19.13Facebook2
Learn more: http://bostinno.com/2012/05/19/from-facebook-to-instagram-how-dunkin-donuts-is-killing-it-on-social-media/
25
26. Conversation is good but less words & more action translate into conversions.
Walmart’s engagement with its customers focuses on a social media strategy that
aims at building local communities to deliver more personal and geo-targeted deals
and information about Walmart stores. Both TrackSocial and SocialBusinessIndex
rank Walmart high on presence, audience, engagement, and buzz. Overall, Walmart
creates an enormous amount of conversations and buzz and has over 26 million
Facebook fans. Walmart needs to focus on converting this very strong social
performance toward consideration, purchase, and loyalty.
Featured Initiative: Walmart Facebook Black Friday
After months of planning, Wal-Mart’s social-media team was in the command-control
room of the retailer’s Bentonville, Ark., headquarters, which is typically reserved for
natural disasters. Sheryl Sandberg, COO of Facebook, and other Facebook executives
were on standby in New York and California. Over the next 72 hours, Facebook
and Wal-Mart rolled out the social network’s biggest mobile-advertising campaign ever,
consisting of 50 million ads. Wal-Mart’s discounted deals on toys and televisions popped
up in the Facebook mobile news feeds of tens of millions of people. Unlike previous
campaigns, for which companies paid Facebook only after users saw their ads, Wal-Mart
pre-purchased the ads and edged out other retailers for space during the all-important
kickoff to the holiday shopping season. This effort is a very powerful example of how
to convert conversations into a sales drive.
Other Similar Initiatives:
Coke Chase: www.cokechase.com
Obermutten Switzerland, local community initiative: www.youtube.com/watch?v=e91c0mWP960
Learn more: http://online.wsj.com/article/SB10001424127887324339204578171933054644630.html
26
27. Launch community-building initiatives that drive brand building.
Heineken continuously creates high visibility for its brand through social media.
On Facebook, Heineken reaches more than 11 millions fans versus about 3 million
for Budweiser. Heineken’s users engage with its viral campaigns and innovative
concepts. TrackSocial rates them “A” consistently and within a fairly homogeneous
beer market, they remain on top. Heineken also performs stronger with consumers
and influencers relative to Anheuser-Busch.
Featured Initiative: Heineken StarPlayer
Last April, just in time for the UEFA Champions League semi finals games, Heineken
released StarPlayer, a Facebook and iPhone application that served as a multiplayer,
outcome-guessing screen intended to augment the watching of soccer games. Available
for download or online, the game offered players around the globe to compete (in self-
created leagues or simply against everybody) in predicting what is going to happen next
at seminal points in the game, for example: corner kicks and penalty shots (predicting
a goal, a save, or a miss). The users that made correct predictions were rewarded with
points on the basis of the odds. Player had other chances to score points by answering
questions about the countries that were represented in the competition in 30 seconds
or less. After the completion of the semi final games, the scoreboard leader won a ticket
to the finals at Wembley Stadium in London. The game returned again this September,
covering all the 125 games of the 2011/2012 season. Heineken garned enormous
community-building benefits and real engagement.
Other Similar Initiatives:
Coca-Cola, “Mirage”: http://adage.com/article/cmo-strategy/scenes-coca-cola-s-super-bowl-2013-ad-plans/239568/
Learn more:
http://www.vivaldipartners.com/vpsocialcurrency/brand/Heineken
http://www.brandingmagazine.com/2012/03/29/heineken-bottle-of-the-future-design-challenge-winners/
27
28. Overall Conclusions:
The value of a brand in today’s digitally connected world is related to the relationships it creates
among people who buy the product or service. Today, brands need to work even harder to earn
its value in customers’ daily lives. Our research shows the reasons why consumers connect with
brands on social networks and also why they disconnect. But connecting or liking a brand is only
the first step, it is the permission to play. Brands must also enable consumers and empower
them to connect with other people, to advocate for the brand and more.
It is our opinion that brands today, still fall short of customer expectations. In other words, our study
clearly shows that brands do not fully leverage social currency to empower or enable consumers’
social behaviors.
This is an important challenge that brands and businesses must address. The success of social
networks such as Facebook or Tumblr, social commerce, social news services or social
recommendations are predicated upon the assumption that we like what our friends like. But if
consumers who like a brand on social networks do not connect with other users of the brand,
the value of “social” is greatly reduced.
28
29. About the Survey:
These are some of the findings of an Ipsos poll. For the survey, a national sample of 1,004 adults
aged 18 and older from Ipsos’ U.S. online panel were interviewed online, including 726
adults who use at least one social network. Weighting was then employed to balance demographics
and ensure that the sample’s composition reflects that of the U.S. adult population according
to Census data and to provide results intended to approximate the sample universe. A survey with
an unweighted probability sample of 1,004 and a 100% response rate would have an estimated
margin of error of +/- 3.1 percentage points 19 times out of 20 of what the results would have been
had the entire adult population of adults aged 18 and older in the United States had been
polled. All sample surveys and polls may be subject to other sources of error, including, but not limited
to coverage error, and measurement error.
29
30. This flash report is an update of the larger “Social Currency 2012 Report”
by Vivaldi Partners Group that was released in September 2012.
How brands and businesses
can prosper in a digitally
connected world
SOCIAL
CURRENCY
2012
Please check our website for updates: www.vivaldipartners.com
30
31. End Notes
Our study was inspired by our research on Social Currency, which we define as the degree to which consumers
share a brand or information about a brand with others. Two previous studies have focused on how
consumers connect with brand on social networks: Facebook and brands, DDB Opinionway study, Oct 2010;
and The Social Break-Up, Exact Target Study 2011.
31
32. VPG is a global firm that helps unlock innovation and growth opportunities for brands and businesses in a digitally connected
world. We bring together deep capabilities in strategic consulting, with cutting-edge creative, and digital expertise,
and a proven Demand-first methodology to achieve new levels of greatness for our clients.
Vivaldi Partners Group consists of a unique portfolio of three businesses:
Vivaldi Partners, Vivaldi Fifth Season, and E-Edge. WHAT MAKES US UNIQUE ?
Marketing, Branding, Innovation Everything we do is driven by the deepest and most
profound understanding of how customers’ or consumers’
Vivaldi Partners is a global strategy consulting firm that helps companies achieve breakthrough levels interact with their environment and with other people
of profitable and sustainable top-line growth through identifying new demand opportunities, - resulting in a better understanding of their goals,
formulating strategies for innovation and growth, building strong brands, and developing actionable activities, needs and wants.
marketing strategies. Everything we do is driven by the deepest and most profound understanding
of customers’ or consumers’ ecosystem. Vivaldi has created a ground-breaking approach to learning Vivaldi Partners Group understands your customers
from customers and consumers and translating this understanding into actionable strategies and tactics. better than anyone else. We are able to identify the
technological changes that affect the daily context
Digital, Technology, Design of consumers. We will tell you what matters to your
business so that you can make decisions that ensure
long-term growth.
Vivaldi Fifth Season is a global creative powerhouse that orchestrates and produces innovative,
engaging social interactions, builds brands, connects with audiences, and creates entirely new
businesses. Our multi-disciplinary team operates at the crossroads of brand, business strategy, DEMAND-DRIVEN INNOVATION AND GROWTH (DIG)
design and digital technology. We steer clients through the entire process from establishing a social
incubator inside a company to creating social and digital media initiatives, to developing brands. An important aspect of our approach is how we work.
We look at the context of consumers’ eco-systems
from an “outside-in” perspective to create our DIG
Organization, Training, Leadership (Demand-first Innovation and Growth) model.
This unique model helps build strong brands and great
E-Edge is an executive education and management development company that delivers programs businesses. Our proven DIG model is a practical
for building the capabilities of leaders in the areas of brand management, growth strategy, and repeatable process helping businesses and brands
and marketing. E-Edge creates and delivers effective executive education and learning experiences around the globe find new avenues for innovation
for senior executives through a staff of experienced facilitators, academics, and strategy consultants. and growth.
32