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SMBSeattle: Crafting an Engagement Strategy
This document summarizes a presentation about developing an engagement strategy rather than focusing solely on communications. It discusses how the traditional marketing model is no longer effective due to cultural shifts and increased choices for consumers. An engagement strategy involves understanding audiences, determining how customers can engage with a brand, identifying brand advocates, and fostering two-way feedback channels. It also notes the importance of trust and transparency when interacting with customers on social media platforms.
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SMBSeattle: Crafting an Engagement Strategy
- 1. DITCHING COMMUNICATIONS FORENGAGEMENT: A STRATEGIC APPROACH Eric Weaver | Tribal DDB Social Media Breakfast 12/1/09
- 2. Topics ◼ WHY engagement? ◼ The traditional marketing model ◼ Why the wheels have fallen off ◼ New approaches to revenue ◼ WHAT is an engagement strategy? ◼ What does it consist of? ◼ HOW marketing can rethink its approach for engagement ◼ Some thought starters
- 3. Our (Formerly) GlamorousLife 3
- 4. The ground rules ◼ Built in a known environment of limited product choice ◼ Limited media channels ◼ Longer brand interactions ◼ Higher barriers to entry 4
- 5. Meanwhile, back atthe recession… 5
- 6. revenue revenue revenuerevenue revenue revenu nue revenue revenue revenue revenue revenue venue revenue revenue revenue revenue revenue nue revenue revenue revenue revenue revenue revenue revenue revenue revenue revenue reven nue revenue revenue revenue revenue revenue enue revenue revenue revenue revenue revenue nue revenue revenue revenue revenue revenue venue revenue revenue revenue revenue revenue e revenue revenue revenue revenue revenue venue revenue revenue revenue revenue revenue nue revenue revenue revenue revenue revenue revenue revenue revenue revenue revenue reven revenue revenue revenue revenue revenue reve enue revenue revenue revenue revenue revenue venue revenue revenue revenue revenue revenue revenue revenue revenue revenue revenue revenu enue revenue revenue revenue revenue revenue6
- 7. “Are you askingfor a budget increase?” 7
- 8. Cultural shifts andMarketing Source: Agent Wildfire" 8
- 9. ESPECIALLY WHEN WE TRUSTPEERS THE MOST THERE’S RISK (57%); 13% trust advertisers/ People turn to peers when marketers (least trusted group) time is short, risk is greater Trust drives transactions PEOPLE BUY TRUST TRUST IS WIDELY SPREAD Trust drives preference: 56% age 35-64, 63% 25-34 91% buy from trusted share trust/distrust on the companies; 77% refuse to web buy from distrusted 2008-2009 EDELMAN TRUST BAROMETER
- 10. Hmmm: if peersare the most trusted and we are the least, what if we put our brands into the hands of the market? ◼ 66% of touchpoints are now consumer-generated ◼ Banner ads have an average .19% clickthrough, while Facebook fan page announcements have a 6.5% clickthrough ◼ WHY? The mental gauntlet is down ◼ APPROACH: Craft brand content nuggets and trust builders ◼ Testimonials ◼ Interviews ◼ Leadership/product management commentary ◼ CRUCIAL: Set your brand and value messaging guardrails 10
- 12. BOOMERS = propriety.Trained in formalities, don’t offend, guarded means safe, not so great with “random.” Suit & tie = trust. GEN Y = affinity. Formalities ignored, sharing means finding, tech is easy, random is life. Consider your lens. Suit & tie = distrust. 12
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- 14. First of all,what’s a strategy? ◼ Simply put, a strategic vision — an end point — and a plan to get there ◼ It’s not about the channels ◼ Honestly assess your starting point ◼ Audit your customers and prospects ◼ Review competitive SWOT ◼ Determine approach and action steps ◼ Short-term, mid-term, long-term ◼ Here’s where your tools come in ◼ Staffing and support ◼ Determine success metrics, KPIs 14
- 15. Envision an endgoal FLICKR: @SLUDGEGULPER! 15
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- 17. ◼ How cancustomers engage with you today? ◼ Who are your brand zealots? Ambassadors? Naysayers? ◼ What topics are tied to your brand? Your firm? ◼ How is the competition engaging with your customer/ prospect base? Threats? Opportunities? Honestly assess your starting point FLICKR: @BEN+SAM! 17
- 18. Where’s your offeringtoday? ◼ Social marketing ◼ Never started, yes but not yet, stuck/unsure, baby steps, active ◼ Feedback channels ◼ Retail, mail, web, email, phone, blog, external monitoring, branded social channels, customer advisory panels ◼ Value proposition ◼ Information, promos, media, tools ◼ Relevance ◼ Impulse, low need, high need, essential 18
- 19. ◼ AFFINITY/SHARING: Forwarding/Bookmarking/WallPosting ◼ Content that triggers feelings of identity, tribe, bragging rights ◼ Content that provides reference information ◼ FEEDBACK: Commenting/Reviewing ◼ Editorial content ◼ Ask for feedback ◼ ADVOCACY: Faving. Fanning. Blogging. ◼ Cause and value messaging/content ◼ FANDOM: Mashups/Media/FanSites. ◼ Provide malleable content ◼ Empower ambassadors Action steps 19
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- 21. Two different approaches ◼ MANAGE INDIVIDUAL ◼ FOSTER CUSTOMER RELATIONSHIPS BY DRIVES TO ENGAGE CHANNEL ◼ LET CUSTOMERS ◼ CRAFT MESSAGE, DETERMINE MOST CONTENT BY VENUE EFFECTIVE CHANNEL ◼ Call center ◼ Start with affinity, trust, ◼ Email transparency ◼ Twitter ◼ Create feedback channels ◼ Facebook ◼ Assign listeners, ◼ Direct conversationalists, and content creators ◼ Events ◼ Flickr ◼ YouTube 21
- 22. BRANDED SITE EXTERNAL MKTG-‐MANAGED PRESENCE EXTERNAL THIRD-‐PARTY SITE Integrated Traditional/Social Marketing Mix TRADITIONAL MEDIA/PR TOPICAL COMMUNITIES: IP, HELPFUL TIPS PRODUCT LAUNCH E V A L U A T I O N / D E T E R M I N A T I O N MICROSITE C O M P A R I S O N CONSUMER A W A R E N E S S AMAZON S T O R Y T E L L I N G STYLE SHARING HELPFUL RESOURCES P U R C H A S E SEO DOT-COM SITE COMMENTS L O Y A L T Y EVENTS COMPANY BLOG (IP) ONLINE SAMPLING FACEBOOK E-‐COMMERCE PARTNER FAN PAGE N E E D ONLINE YOUTUBE CHANNEL: STORYTELLING, IP PRINT EXTERNAL BLOGS: IP, FASHION TIPS OUTDOOR PR PRODUCT SEEDING PGMS RETAIL
- 23. Consider including atrust strategy If trust is the primary lever of revenue ◼ Where are you trusted? ◼ Create amplifier opportunities for brand zealots ◼ Video testimonials ◼ Where are you distrusted? ◼ Provide open, transparent proof points that can be found ◼ Testimonials and interviews ◼ Inside looks ◼ Open dialogue with the market ◼ Lead with trust weak spots ◼ Takes the wind out of naysayers 23
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- 25. PROOF OF INTENTION:leveraging social causes to focus conversation (and brand) on giving back. 25
- 33. So, remember 33
- 34. Follow the socialmarketing mantras ◼ Peer marketing extends your sales force along trust channels that you cannot buy ◼ Social marketing is a commitment, not a campaign ◼ Plan staffing appropriately ◼ Outsource temporarily if need be ◼ Be transparent about everything except that which cannot be ◼ Polar opposite to Boomer privacy issues ◼ May take sell-in with management, legal ◼ Be fearless ◼ This is the most exciting area of marketing! ◼ You’re at the cusp of a transformation! ◼ Engage openly, but with response guardrails and internal governance ◼ “Cool people” don’t suffer fools – neither should your organization ◼ Let the market decide how you’re doing (they’d do it anyway) 34
- 35. As you writeyour strategy ◼ Any tactic should clearly ladder up to the overarching strategy ◼ Consider how you will phase your engagement approach ◼ What kind of kickoff? ◼ What can staffing accomplish? ◼ Which tactics to try first? ◼ What learnings can inform future engagement efforts? ◼ As you examine your audiences, consider creating personas that will help create organizational empathy and understanding ◼ Clearly state your mandatory requirements for success ◼ X conversationalists, Y monitors, Z content creators ◼ Agency or in-house? Automated or qualitative? ◼ Clearly state your success metrics ◼ Increase in time-on-site? Sentiment? Twitter fans? Retweets? 35
- 36. And don’t letthat commitment—or that strategy— fizzle ◼ Get buy-in ◼ Management must understand the cultural shifts and buy into plan ◼ Stay focused! ◼ Don’t let day-to-day duties stall your efforts ◼ Hold people accountable ◼ Who’s responsible for each action step? ◼ Follow up, adjust and readjust ◼ Plans change, adjust accordingly ◼ Set a timetable for reexamination ◼ Tie what you’re doing to organizational goals ◼ Management can’t argue with approaches that support mission, goals FLICKR: @JACOB DAVIES! 36
- 37. About Tribal DDBVancouver 37
- 38. Part of aworldwide network of tribes ◼ 53 full-service offices ◼ 25 countries ◼ 1,500 people
- 39. Expertise Services Platforms ◼ Digital brand strategy ◼ Web ◼ Customer experience design ◼ Mobile/iPhone ◼ Usability ◼ Interactive interfaces ◼ Interactive advertising ◼ Kiosks ◼ Media planning & buying ◼ GPS ◼ Engagement & social marketing strategies ◼ Social network/community design ◼ Community cultivation (via @RadarDDB) ◼ Search engine marketing ◼ Engagement analytics
- 40. Our North AmericanClients
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