The document discusses challenges and opportunities facing alcohol brands in Canada. It notes that while Canadians are drinking more alcohol overall, consumer behaviors and expectations are changing rapidly due to new technologies and demographics. Successful brands are engaging customers through social media, mobile apps, and community events. The article provides examples of brands like Molson, Bacardi, Pabst Blue Ribbon, and others that are adapting well to these new realities.
"The worst thing you can do during a recession is disappear from a marketing/communications perspective." The challenge is... how to market more aggressively with fewer dollars, less man-power, and a more-frugal-minded-than-ever consumer? Espresso suggests a little "brand infiltration"—a.k.a smarter marketing in a dumb economy—or ANY economy.
The Brandstorm is Coming: Keynote at MacMaster's MARS MixThe Espresso Group
The document discusses brand strategy and stakeholder pathing. It explains that brand strategists today focus on understanding stakeholders through research and data analysis. This process, called stakeholder pathing, aims to identify the communication styles, motivations, challenges, and needs of all stakeholder groups connected to an organization, such as employees, customers, shareholders, and industry partners. Understanding stakeholders is key to developing modern brands.
Viral marketing is a 15yo term with a lot of baggage—and we say it's time to kick it to the curb. Sure, you want your video or marketing campaign to "go viral," but viral isn't what a video or campaign is, it's a term that describes how it spreads. And unlike a real virus, which has the mechanism for spreading built right into it, your video is going to have to work a little harder. In this deck, we'll show you how and why.
The document provides advice on how companies should approach social media. It emphasizes that social media is about conversations, not just campaigns. It advises companies to listen to customers and engage with them in social media, and to measure engagement and loyalty metrics. The document stresses that social media will not fix problems like a poor product or poor customer service. It concludes by reminding companies to listen, engage, and measure their social media efforts.
The document introduces Espresso's account team members who worked on the Best Account Pumpkin Ever project. It provides brief descriptions of each team member's role, including Brad Buset as the supervisor, Caroline Korycki as the head carver, Matt Sawh as the captain of the knife corps, and Emma Egan as the visionary. It also outlines the pumpkin production process and concludes by presenting Espresso's revenue projection for next steps.
This document discusses strategies for creating content that spreads effectively on social media. It argues that wanting to go viral for its own sake is misguided, and that content should be designed for the long term by being high quality and shareable. The key is to listen and refine content based on how people respond in order to maximize the benefits of sharing for users and minimize risks of oversaturation or spam. The goal should be developing influential "clouds" by creating experiences that add value, not just increasing metrics like follower counts.
The document discusses challenges and opportunities facing alcohol brands in Canada. It notes that while Canadians are drinking more alcohol overall, consumer behaviors and expectations are changing rapidly due to new technologies and demographics. Successful brands are engaging customers through social media, mobile apps, and community events. The article provides examples of brands like Molson, Bacardi, Pabst Blue Ribbon, and others that are adapting well to these new realities.
"The worst thing you can do during a recession is disappear from a marketing/communications perspective." The challenge is... how to market more aggressively with fewer dollars, less man-power, and a more-frugal-minded-than-ever consumer? Espresso suggests a little "brand infiltration"—a.k.a smarter marketing in a dumb economy—or ANY economy.
The Brandstorm is Coming: Keynote at MacMaster's MARS MixThe Espresso Group
The document discusses brand strategy and stakeholder pathing. It explains that brand strategists today focus on understanding stakeholders through research and data analysis. This process, called stakeholder pathing, aims to identify the communication styles, motivations, challenges, and needs of all stakeholder groups connected to an organization, such as employees, customers, shareholders, and industry partners. Understanding stakeholders is key to developing modern brands.
Viral marketing is a 15yo term with a lot of baggage—and we say it's time to kick it to the curb. Sure, you want your video or marketing campaign to "go viral," but viral isn't what a video or campaign is, it's a term that describes how it spreads. And unlike a real virus, which has the mechanism for spreading built right into it, your video is going to have to work a little harder. In this deck, we'll show you how and why.
The document provides advice on how companies should approach social media. It emphasizes that social media is about conversations, not just campaigns. It advises companies to listen to customers and engage with them in social media, and to measure engagement and loyalty metrics. The document stresses that social media will not fix problems like a poor product or poor customer service. It concludes by reminding companies to listen, engage, and measure their social media efforts.
The document introduces Espresso's account team members who worked on the Best Account Pumpkin Ever project. It provides brief descriptions of each team member's role, including Brad Buset as the supervisor, Caroline Korycki as the head carver, Matt Sawh as the captain of the knife corps, and Emma Egan as the visionary. It also outlines the pumpkin production process and concludes by presenting Espresso's revenue projection for next steps.
This document discusses strategies for creating content that spreads effectively on social media. It argues that wanting to go viral for its own sake is misguided, and that content should be designed for the long term by being high quality and shareable. The key is to listen and refine content based on how people respond in order to maximize the benefits of sharing for users and minimize risks of oversaturation or spam. The goal should be developing influential "clouds" by creating experiences that add value, not just increasing metrics like follower counts.
The document provides examples and strategies for marketing, advertising, and public relations on a tight budget, including case studies that highlight the successful use of blogs, social media, video, and location-based services to generate leads and publicity. Recommendations emphasize creating and sharing engaging content, building relationships through online communities, and monitoring conversations to identify opportunities for customer engagement.
The document discusses the growth and prevalence of social media. Some key points made include:
- Social media platforms like Facebook and YouTube have hundreds of millions of users and see billions of minutes spent and content shared every month.
- Major companies and organizations, including governments and militaries, are actively using social media for marketing, outreach, and recruitment.
- Younger generations are leading the transition to digital and social media as they are comfortable with new technologies from a young age.
This document discusses transmedia storytelling and provides examples of how stories can extend across multiple platforms. It argues that transmedia is how both entertainment is consumed and people experience their own lives through social media. The panel it describes will explore innovative transmedia applications and how to create experiences that define culture, not just stories, in a transmedia format. It lists the panelists which include experts from Espresso, EWI Worldwide, and those who have created alternate reality games and interactive experiences.
Digital and social technology are dramatically reshaping the way consumers *watch, play, share, and shop for all things sports-related. Is your brand ready?
Brands in the alcohol industry face significant challenges from changing consumer behaviors and new technologies. Consumers are spending more time online than watching TV, developing more sophisticated tastes, and drinking more at home. To succeed, brands must engage customers through online communities, mobile apps, social media, and events to build relationships and stay relevant as trends evolve. The document provides examples of how Bacardi, Flying Dog, Diageo, Pabst Blue Ribbon, and Rock Art Brewery have adapted successfully to these new realities.
B2B organizations can as easily drive great social content as B2Cs. It just requires clarifying your own objectives, understanding your audience's motivations, and meshing the two together with great content in the right tactical locations. (Easy peasy, right?)
Originally presented to The Packaging Association, November 17, 2011.
This document provides an overview of social media and why companies should engage with it. In 3 sentences: It discusses how social media usage has grown tremendously, with billions of users worldwide spending significant time on sites like Facebook and YouTube. However, most companies still treat social media as just another marketing channel rather than a way to build relationships through conversations and customer service. The document argues that if companies want to harness the power of social media, they need to define a strategic approach focused on listening, engaging with customers, and measuring the impact on goals like loyalty and word of mouth.
The document provides examples and strategies for marketing, advertising, and public relations on a tight budget, including case studies that highlight the successful use of blogs, social media, video, and location-based services to generate leads and publicity. Recommendations emphasize creating and sharing engaging content, building relationships through online communities, and monitoring conversations to identify opportunities for customer engagement.
The document discusses the growth and prevalence of social media. Some key points made include:
- Social media platforms like Facebook and YouTube have hundreds of millions of users and see billions of minutes spent and content shared every month.
- Major companies and organizations, including governments and militaries, are actively using social media for marketing, outreach, and recruitment.
- Younger generations are leading the transition to digital and social media as they are comfortable with new technologies from a young age.
This document discusses transmedia storytelling and provides examples of how stories can extend across multiple platforms. It argues that transmedia is how both entertainment is consumed and people experience their own lives through social media. The panel it describes will explore innovative transmedia applications and how to create experiences that define culture, not just stories, in a transmedia format. It lists the panelists which include experts from Espresso, EWI Worldwide, and those who have created alternate reality games and interactive experiences.
Digital and social technology are dramatically reshaping the way consumers *watch, play, share, and shop for all things sports-related. Is your brand ready?
Brands in the alcohol industry face significant challenges from changing consumer behaviors and new technologies. Consumers are spending more time online than watching TV, developing more sophisticated tastes, and drinking more at home. To succeed, brands must engage customers through online communities, mobile apps, social media, and events to build relationships and stay relevant as trends evolve. The document provides examples of how Bacardi, Flying Dog, Diageo, Pabst Blue Ribbon, and Rock Art Brewery have adapted successfully to these new realities.
B2B organizations can as easily drive great social content as B2Cs. It just requires clarifying your own objectives, understanding your audience's motivations, and meshing the two together with great content in the right tactical locations. (Easy peasy, right?)
Originally presented to The Packaging Association, November 17, 2011.
This document provides an overview of social media and why companies should engage with it. In 3 sentences: It discusses how social media usage has grown tremendously, with billions of users worldwide spending significant time on sites like Facebook and YouTube. However, most companies still treat social media as just another marketing channel rather than a way to build relationships through conversations and customer service. The document argues that if companies want to harness the power of social media, they need to define a strategic approach focused on listening, engaging with customers, and measuring the impact on goals like loyalty and word of mouth.
1. As desfeitas sanitarias de Feijóo : Desastre e manipulación nas listas de espera Revisión das listas de espera do CHUS, Hospital de referencia de A Estrada, Lalín, Silleda, Vila de Cruces, Rodeiro, A Golada e Dozón Nicolás González Casares Sº de Sanidade Comisión Executiva Provincial PSdeG-PSOE de Pontevedra
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3. O CHUS DENDE A CHEGADA DO PP Á XUNTA É O HOSPITAL DA REDE 100% PÚBLICA DO SERGAS CON MAIS LISTA DE ESPERA, HAI DOUS ANOS ESTABA POR BAIXO DA MEDIA GALEGA E DO CHUAC (A Coruña) OU O CHUVI (Vigo) OS HOSPITAIS COMPARABLES EN TAMAÑO.
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5. MAIS DE 7 MESES PARA OPERAR A UN CATIVO NO CHUS Qué faría unha nai ou un pai nesa situación? O PP xoga a desprestixiar á sanidade pública para favorecer a privatización e o REPAGO
6. Lista de Espera Consultas do CHUS NAS LISTAS DE ESPERAS EN CONSULTAS SEMELLA QUE EXISTE UNHA BAIXADA DOS TEMPOS DE ESPERA, PERO AQUÍ OS SOCIALISTAS PDOEMOS DEMOSTRAR CON CASOS QUE EXISTE UNHA MAQUILLAXE FRAUDULENTA DESES DATOS (NON DICIMOS QUE NON POIDA HABELO NA CIRÚRXICA, MAIS QUEN ESCRIBE NON TEN PROBAS,NESTE CASO SÍ). Compre lembrar que os datos trimestrais nos tempos do bipartito publicábanse unha semana despois de pechar o trimestre, coa conselleira farjas alongouse ata os 15 días, nesta ocasión tardaron 27 días en facelos públicos , a qué esperaban?
8. CITA PEDIDA O 22 DE SETEMBRO PARA ECOGRAFÍA XINECOLÓXICA. CITACIÓN PARA O 10 DE OUTUBRO DO 2012: 383 DÍAS ESPERANDO POR UNHA ECOGRAFÍA O dato que da oficialmente o SERGAS para esta proba é de 173,6 días Qué alternativa lle queda a esta paciente?
9. PACIENTE Á QUE O 22 DE SETEMBRO SE LLE SOLICITA UNA ECOGRAFÍA MAMARIA. DANLLE CITA PARA O 12 DE ABRIL DO 2012: 202 DÍAS DE ESPERA O dato que da oficialmente o SERGAS para esta proba é de 95,9 días Qué alternativa lle queda a esta paciente?
10. A PACIENTE ANTERIOR TEN UN NÓDULO NUNHA MAMA, E COMO VEMOS NA CITACIÓN DE ABAIXO, TERÁ QUE ESPERAR MAIS DUN ANO PARA SABER O DEVENIR DO SEU DIAGNÓSTICO