1. The document analyzes the results of a benchmark study that assessed how 27 companies across 5 categories used social media across the customer journey.
2. On average, companies scored only 31% across the entire customer journey, with social use highest (51%) in the early awareness stage and lowest (21%) at the point of purchase. Many opportunities exist to better engage customers through social.
3. Some basic social tactics are underused, such as URL shorteners (31%) and forums (33%), despite their value. Channel disconnect is also common, with warmer social tones versus colder websites.
Social@ogilvy Social Platform Advertising Updates POV: February 2014Ogilvy Consulting
This POV highlights recent updates and changes to social advertising offerings by Facebook, Twitter, Google+, Tumblr and Pinterest.
Throughout the year, social networks test and roll out new advertising products to improve their offerings for brands to better reach consumers. The social networks listed in this POV have added new ad units to their advertising suites that are currently or are about to be public to all brands.
By understanding each social network’s new advertising products, brands can leverage the options that best fit their business goals from driving awareness of a campaign to increasing website traffic to boosting ROI.
We hear 'mobile first' the whole time. But what does that actually mean? What are the opportunities for brands to be on mobile? How can they master eCommerce? Or excel at delivering great customer experiences?
Find the answers and more hot topics on mobile in our webinar this week.
We will look at:
- Consumer behavior shift
- The current app landscape
- Insights and analytics on global mobile usage
- Apps vs. Chatbots
Top 10 Social Media Tips For Financial AdvisorsFinworx
Whether you're a social media expert or a digital novice, these quick tips will help you get the most out of your social media accounts. Join the digital world as a financial advisor with a little help from BPV Capital Management!
Social media has changed. A lot.
So how should brands now approach it? Here we introduce our new POV on social media, called Deep Social, and discuss what it means for brands. We cover:
- The (new) consumer mindset
- What is Deep Social? And how do I get there?
- Why Ogilvy?
- Where are you now? A diagnostic
Over 150 predictions from the Content Marketing Institute on what will hold true for social media and content marketing in 2012. Includes expert predictions from over 75 marketing experts.
A briefing on new marketing techniques and digital technologies that businesses should consider in 2018. Introduced with the Gartner Marketing Hype Cycle.
For the last eight years brands have invested billions into social media programs and now many are scratching their heads… “What's the ROI of this content?”
In this webinar we break it down for you.
Social@ogilvy Social Platform Advertising Updates POV: February 2014Ogilvy Consulting
This POV highlights recent updates and changes to social advertising offerings by Facebook, Twitter, Google+, Tumblr and Pinterest.
Throughout the year, social networks test and roll out new advertising products to improve their offerings for brands to better reach consumers. The social networks listed in this POV have added new ad units to their advertising suites that are currently or are about to be public to all brands.
By understanding each social network’s new advertising products, brands can leverage the options that best fit their business goals from driving awareness of a campaign to increasing website traffic to boosting ROI.
We hear 'mobile first' the whole time. But what does that actually mean? What are the opportunities for brands to be on mobile? How can they master eCommerce? Or excel at delivering great customer experiences?
Find the answers and more hot topics on mobile in our webinar this week.
We will look at:
- Consumer behavior shift
- The current app landscape
- Insights and analytics on global mobile usage
- Apps vs. Chatbots
Top 10 Social Media Tips For Financial AdvisorsFinworx
Whether you're a social media expert or a digital novice, these quick tips will help you get the most out of your social media accounts. Join the digital world as a financial advisor with a little help from BPV Capital Management!
Social media has changed. A lot.
So how should brands now approach it? Here we introduce our new POV on social media, called Deep Social, and discuss what it means for brands. We cover:
- The (new) consumer mindset
- What is Deep Social? And how do I get there?
- Why Ogilvy?
- Where are you now? A diagnostic
Over 150 predictions from the Content Marketing Institute on what will hold true for social media and content marketing in 2012. Includes expert predictions from over 75 marketing experts.
A briefing on new marketing techniques and digital technologies that businesses should consider in 2018. Introduced with the Gartner Marketing Hype Cycle.
For the last eight years brands have invested billions into social media programs and now many are scratching their heads… “What's the ROI of this content?”
In this webinar we break it down for you.
What's Next: Marketing Maturity & How To Achieve ItOgilvy Consulting
If you work in marketing today, you have very likely been thinking about things like rapid technology evolution, changing customer expectations and a dynamic and disruptive marketplace. Most companies we know are thinking about about Modern Marketing, but fewer are achieving the results they need.
In this webinar, we dive deeper into executing Modern Marketing at scale, and why it is crucial in an age where the stakes are raised for the CMO and the entire marketing function.
Integrating Offline Marketing Strategies Into the Digital World, Jan Jindra, ...Online Marketing Summit
Discover the new ways marketers are starting to leverage consumer data and successful offline strategies for online marketing. Traditional offline marketing strategies are being tweaked and modified to serve up highly targeted online marketing offers, replacing the semi-targeted mass marketing efforts that have driven the digital world in the past.
As we plunge further into 2016, we’ve identified ten of the most important Digital Marketing Trends that matter to New Zealand organisations this year.
You can view our presentation of the top ten trends by following the link at the bottom of the page but here are some of the highlights:
KEY TREND: ONLINE VIDEO
More and more consumers, both locally and globally, are watching and sharing online videos. Already, Kiwis are spending twice as much time watching videos online as they do watching live TV – and that trend is only going to increase.
KEY TREND: MARKETING AUTOMATION
77% of Kiwi marketers are planning to increase expenditure on marketing technology in the next 12 months. No wonder – Marketing Automation allows companies to market more effectively across multiple channels online, delivering personalised, highly-targeted messages to consumers in near-real-time.
KEY TREND: FIRST-PARTY DATA
First-party data – information that you and your organisation have collected about your customers – is the foundation for understanding your customers, because the data is based on their actual interactions with your brand.
Compiled by Kurio & thenetworkone
The contributing experts and agencies are (in an alphabetical order): Dawid Każmierczak, Social & PR Director, 180heartbeats + JUNG v MATT; Josh Hood, Social Media Strategist & Simon Walton, Social Brand Lead, Above+Beyond; Kevin Fernandez, Social Media Manager, Adolescent; Theresa Myrill, Vice President, Social Media, Barkley; Kei Obusan, Head of Insights & Innovation, Circus Social; Victoria Gates-Fleming, Senior Director, Digital Strategy, Day One Agency; Michele Polico, Chief Innovation Officer, Different; Joshua Tabansi, Creative Director, EnterFive & Product Director, Versus LLC; James Hebbert, Managing Director, Hylink UK; Oana Oprea, Digital Creative Planner, Jazz Communications; Danny Pinch, Executive Creative Director, King James Group; Babs Watson, Director of Brand and Content & Erin Dodds, Senior Account Manager, Launch; Felix Willikonsky, Executive Director, Digital Strategy, PIABO; Friday O’Flaherty, Managing Partner, Osaka Labs; Aziz Musa, CEO, Sudan Digital & Chairman, AMC Group; Sean Bell, Head of Digital, Zulu Alpha Kilo.
The latest statistics from WeChat place its monthly active users (MAU) at 700million, with audiences visiting the application upwards of 30 times per day.
While follower numbers for most brands continue to grow, the honeymoon appears to be over. Signs are starting to emerge that follower growth rates for brand accounts are slowing.
At the same time, the government has started to apply pressure to regulate H5 apps built onto WeChat. And Tencent itself is applying greater control over brand activities.
Brands will have to employ more effective content strategies on WeChat moving forward. In this presentation we share our tips to help brands continue to grow by attracting/retaining audiences on WeChat.
120 Awesome Marketing Stats, Charts and GraphsHubSpot
http://www.HubSpot.com/charts - Over 120 marketing charts and graphs based on original research and data from a variety of sources, including analysis of our 6,500 business customers, surveys with hundreds of businesses responding, and dozens of top-notch publications like MarketingSherpa, eMarketer, Pew Research, McKinsey, and more. To download a free copy of your own, please visit http://hubspot.com/charts
Are you looking to make the right decisions for your content marketing technology? The Content Marketing Institute has prepared 12 questions that will be valuable to ask any company as you navigate this process. Let us help! And at the end of the presentation, we've gotten you started with three technology guides on content curation, content collaboration and native advertising, now available for free download. Enjoy!
Despite the debates around privacy, disinformation and influencer authenticity; social media continues to fuel our digital lives. The biggest change is how. With ever evolving platforms, trends, and even content types, social is growing increasingly complex and discerning fact from fiction is becoming progressively more difficult. What will be the biggest trends for marketers in 2020? Chris Walts, Social Strategy Lead at Ogilvy UK, and Kanika Bali, Social Strategist at Ogilvy Hong Kong share their insights.
In this Talkwalker white paper you will learn how
to plan social media monitoring systematically
and target-orientated.
We will show you how to prepare your social
media monitoring tool from search definition, to
ongoing monitoring and up to selective
qualification of the search results in order to
prepare for meaningful analysis in just three
steps.
10 Digital Marketing Trends covering different tools to help digital marketers in 2015. Presented by Dave Chaffey at the Smart Insights Digital Impact conference.
The production and management of large volumes of content is fast becoming an expected part of a marketers role. This paper highlights the importance of having the right foundations in place, like a digital asset management solution, to ensure your content marketing succeeds.
Whether LinkedIn is already be part of your social media marketing strategy or you are just starting out, discover how to master this platform in order to achieve your goals. We’ll cover best practices, the latest products and share some examples of organizations that are achieving impressive results in 2019.
Did you miss Facebook’s F8 this year? Worry not. In our webinar, we explore and discuss the latest trends emerging from the annual gathering bringing together developers, digital marketers and tech aficionados.
If you want your content marketing to take your business closer to its goals, it helps to have a game plan – a strategic selection of plays you can rely on to help you beat the competition and score points with your target audience. Each year, our Benchmarks, Budgets, and Trends research reveals which tactics marketers are currently using. And while it’s clear that certain platforms and plays are likely to cycle in and out of popularity over time, we’ve noticed an alarmingly consistent trend that seems to impact nearly all of them: Content marketers are experiencing a large gap between using a tactic and getting effective results from it. Our newest Playbook aims to help all content marketers better understand the value proposition of content marketing tactics and achieve greater success with their efforts.
Many CEO complain they do not see the value in marketing efforts. For them we suggest to use a simple and practical framework, PCCDIO, that has worked wonders for our clients,
Meltwater curates a report - The Social Media ROI Playbook: Driving Growth with Social which enables brands and agencies to make sense of the data accessible through the internet
What's Next: Marketing Maturity & How To Achieve ItOgilvy Consulting
If you work in marketing today, you have very likely been thinking about things like rapid technology evolution, changing customer expectations and a dynamic and disruptive marketplace. Most companies we know are thinking about about Modern Marketing, but fewer are achieving the results they need.
In this webinar, we dive deeper into executing Modern Marketing at scale, and why it is crucial in an age where the stakes are raised for the CMO and the entire marketing function.
Integrating Offline Marketing Strategies Into the Digital World, Jan Jindra, ...Online Marketing Summit
Discover the new ways marketers are starting to leverage consumer data and successful offline strategies for online marketing. Traditional offline marketing strategies are being tweaked and modified to serve up highly targeted online marketing offers, replacing the semi-targeted mass marketing efforts that have driven the digital world in the past.
As we plunge further into 2016, we’ve identified ten of the most important Digital Marketing Trends that matter to New Zealand organisations this year.
You can view our presentation of the top ten trends by following the link at the bottom of the page but here are some of the highlights:
KEY TREND: ONLINE VIDEO
More and more consumers, both locally and globally, are watching and sharing online videos. Already, Kiwis are spending twice as much time watching videos online as they do watching live TV – and that trend is only going to increase.
KEY TREND: MARKETING AUTOMATION
77% of Kiwi marketers are planning to increase expenditure on marketing technology in the next 12 months. No wonder – Marketing Automation allows companies to market more effectively across multiple channels online, delivering personalised, highly-targeted messages to consumers in near-real-time.
KEY TREND: FIRST-PARTY DATA
First-party data – information that you and your organisation have collected about your customers – is the foundation for understanding your customers, because the data is based on their actual interactions with your brand.
Compiled by Kurio & thenetworkone
The contributing experts and agencies are (in an alphabetical order): Dawid Każmierczak, Social & PR Director, 180heartbeats + JUNG v MATT; Josh Hood, Social Media Strategist & Simon Walton, Social Brand Lead, Above+Beyond; Kevin Fernandez, Social Media Manager, Adolescent; Theresa Myrill, Vice President, Social Media, Barkley; Kei Obusan, Head of Insights & Innovation, Circus Social; Victoria Gates-Fleming, Senior Director, Digital Strategy, Day One Agency; Michele Polico, Chief Innovation Officer, Different; Joshua Tabansi, Creative Director, EnterFive & Product Director, Versus LLC; James Hebbert, Managing Director, Hylink UK; Oana Oprea, Digital Creative Planner, Jazz Communications; Danny Pinch, Executive Creative Director, King James Group; Babs Watson, Director of Brand and Content & Erin Dodds, Senior Account Manager, Launch; Felix Willikonsky, Executive Director, Digital Strategy, PIABO; Friday O’Flaherty, Managing Partner, Osaka Labs; Aziz Musa, CEO, Sudan Digital & Chairman, AMC Group; Sean Bell, Head of Digital, Zulu Alpha Kilo.
The latest statistics from WeChat place its monthly active users (MAU) at 700million, with audiences visiting the application upwards of 30 times per day.
While follower numbers for most brands continue to grow, the honeymoon appears to be over. Signs are starting to emerge that follower growth rates for brand accounts are slowing.
At the same time, the government has started to apply pressure to regulate H5 apps built onto WeChat. And Tencent itself is applying greater control over brand activities.
Brands will have to employ more effective content strategies on WeChat moving forward. In this presentation we share our tips to help brands continue to grow by attracting/retaining audiences on WeChat.
120 Awesome Marketing Stats, Charts and GraphsHubSpot
http://www.HubSpot.com/charts - Over 120 marketing charts and graphs based on original research and data from a variety of sources, including analysis of our 6,500 business customers, surveys with hundreds of businesses responding, and dozens of top-notch publications like MarketingSherpa, eMarketer, Pew Research, McKinsey, and more. To download a free copy of your own, please visit http://hubspot.com/charts
Are you looking to make the right decisions for your content marketing technology? The Content Marketing Institute has prepared 12 questions that will be valuable to ask any company as you navigate this process. Let us help! And at the end of the presentation, we've gotten you started with three technology guides on content curation, content collaboration and native advertising, now available for free download. Enjoy!
Despite the debates around privacy, disinformation and influencer authenticity; social media continues to fuel our digital lives. The biggest change is how. With ever evolving platforms, trends, and even content types, social is growing increasingly complex and discerning fact from fiction is becoming progressively more difficult. What will be the biggest trends for marketers in 2020? Chris Walts, Social Strategy Lead at Ogilvy UK, and Kanika Bali, Social Strategist at Ogilvy Hong Kong share their insights.
In this Talkwalker white paper you will learn how
to plan social media monitoring systematically
and target-orientated.
We will show you how to prepare your social
media monitoring tool from search definition, to
ongoing monitoring and up to selective
qualification of the search results in order to
prepare for meaningful analysis in just three
steps.
10 Digital Marketing Trends covering different tools to help digital marketers in 2015. Presented by Dave Chaffey at the Smart Insights Digital Impact conference.
The production and management of large volumes of content is fast becoming an expected part of a marketers role. This paper highlights the importance of having the right foundations in place, like a digital asset management solution, to ensure your content marketing succeeds.
Whether LinkedIn is already be part of your social media marketing strategy or you are just starting out, discover how to master this platform in order to achieve your goals. We’ll cover best practices, the latest products and share some examples of organizations that are achieving impressive results in 2019.
Did you miss Facebook’s F8 this year? Worry not. In our webinar, we explore and discuss the latest trends emerging from the annual gathering bringing together developers, digital marketers and tech aficionados.
If you want your content marketing to take your business closer to its goals, it helps to have a game plan – a strategic selection of plays you can rely on to help you beat the competition and score points with your target audience. Each year, our Benchmarks, Budgets, and Trends research reveals which tactics marketers are currently using. And while it’s clear that certain platforms and plays are likely to cycle in and out of popularity over time, we’ve noticed an alarmingly consistent trend that seems to impact nearly all of them: Content marketers are experiencing a large gap between using a tactic and getting effective results from it. Our newest Playbook aims to help all content marketers better understand the value proposition of content marketing tactics and achieve greater success with their efforts.
Many CEO complain they do not see the value in marketing efforts. For them we suggest to use a simple and practical framework, PCCDIO, that has worked wonders for our clients,
Meltwater curates a report - The Social Media ROI Playbook: Driving Growth with Social which enables brands and agencies to make sense of the data accessible through the internet
Social Media should be treated as part of an overall marketing and
communication plan and, as such, should be measured and monitored along
with all other marketing and communication activities.
Social Listening in Practice: Social SellingBrandwatch
This paper, one of the Social Listening in Practice use case series, is going to show you how social selling will bring your business into the sights of the 81% of consumers who are undertaking pre-purchase research online right now.
Questions for business:
-How much is your business, as a whole, spending on social media related activity?
-What innovations is it hoping to achieve?
-And what is the return on investment?
If you don’t know the answers to these vital questions you are in need of a Social Media Audit. We can help.
How the consumer shift to online media channels is changing the marketing mix.
(All research is cited. Special shout out to Hubspot and Aberdeen Group, both great resources on the subject matter).
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
Please visit our online professional network and join our community of Automotive Social Media Marketing professionals at http://www.ADPsocialMarketing.com
Marketplaces are one of the main online shopping destinations for consumers. Now present in all regions of the world, marketplaces have fundamentally changed the commerce landscape, the way we shop, and how businesses go to market with their products and services. And although marketplaces are based on the same concept of first- and third-party selling, they are vastly different from each other. But how do brands accelerate growth? And what are the requirements for success
The Covid-19 pandemic is now just one of several crises to which we are all adapting. While the world is in various stages of reopening after the first Covid-19 wave, there is no consensus on what the next wave will look like or the severity of its impact. Many were quick to declare that our behaviours and attitudes had been fundamentally and forever shifted by the pandemic and the resulting lockdown. But what has really changed, and what changes will be sustained? How do brands and businesses plan for this uncertain future?
In Conversations That Matter—The Return To Growth in Turbulent Times, our speakers will discuss the challenges to returning to growth facing brands around the world.
With global economic slowdown looming, research shows many organisations are turning to mergers and acquisitions to achieve growth. Consequently, this creates a crucial inflection point for business and brand. It is one of those rare moments where brand rises to the top of the Executive agenda. The stakes are high, and failure to understand the role of brand in M&A is the most common reason for collapse.
Through real-life case studies, in this session we will share a unique approach from Ogilvy Consulting that answers the critical brand and naming questions, and how our approach can impact the long-term ability for an organisation to achieve its objectives.
In a time when consumers have been confined to their homes and social contact has been limited, influence has been pulling to the forefront of our increasingly virtual reality. But now that we are beginning the slow transition out of lockdown, how should brands be preparing to future-proof their influence for a post-COVID-19 world?
Nudgestock 2020 – Necessity is the Mother of ReinventionOgilvy Consulting
Every year, Ogilvy Consulting's Behavioural Science Practice hosts Nudgestock — the world’s largest festival of creativity and behavioural science. Ordinarily, this event is held on the British Seaside (a cunning strategy to help people focus on the day) with approximately 400 in attendance. However this year, as a result of Covid-19, we tried something different...and the results were astonishing.
What's Next: How brands can capture value, mindset and experiences on their o...Ogilvy Consulting
Brands have long considered the value and prospects of selling directly to consumers. In some instances, marketplaces tampered with those considerations providing quick and efficient ways to reach consumers and sell products with a lower level of effort and barriers to entry. While serving a need to some, marketplaces present their own set of challenges that can be solved by going direct leading companies to either diversify their current channel mix by launching their own DTC or shift their strategy to just DTC which has been supercharged by COVID-19.
What's Next: Celebrating Eid in a time of isolationOgilvy Consulting
Join us to celebrate Eid, and understand how 1.8 billion Muslim consumers have adapted for the occasion and the preceding month of Ramadan in an era of isolation.
Focusing on Ogilvy's six baseline Ramadan and Eid trends, we’ll give insights and examples of what changed this year and what important commercial, consumer and D&I strategies brands can learn and apply across their business.
What's Next: Unlocking a powerful corporate culture in turbulent times and be...Ogilvy Consulting
Fast growth, diversification, turbulent times and beyond… when an organisation is at a turning point, its corporate culture is often harmed. This webinar helps leaders and companies to accompany their transformation and make their corporate culture a change accelerator, instead of an obstacle.
Starting with anthropological principles and ending with a bespoke method, the session considers inspiring cases of powerful corporate cultures that bring to life business strategy in the Covid context and beyond - to continue exciting and retaining talent!
What's Next: Now, Next & Beyond - Preparing people to return to the workplaceOgilvy Consulting
Organisations need to be ready to confront the issues concerning a post-COVID–19 workplace. Business guidance and employee sentiment is changing rapidly. But, importantly, how we prepare our people and ensure we have plans in place to work together will be critical for recovery. Join us to explore how businesses can get ready and be best prepared to reintroduce employees to the workplace
What's Next: Rapidly adjusting your customer experience strategy for the "new...Ogilvy Consulting
This week we’ll talk through the customer experience impact of changing customer mindsets and behaviours that have come with COVID-19, introduce the AWARE framework for rapid customer experience strategy modification and talk through some examples of how brands are already adjusting their strategies to meet customers’ current needs.
What's Next: Using technology to engage employees & build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
What you might not know is that at Ogilvy we have a specialist practice dedicated to employee engagement, experience and supporting businesses to get the most out of their people, systems and processes. In this week's webinar, our team draw on their experience delivering programmes through business crisis (shut down and restart), and offer support in how to navigate shocks, high impact events and business change in a sure-footed manner.
What's Next: Health & Wellness - Disruption & Adapting for the ReboundOgilvy Consulting
The COVID-19 crisis is rapidly changing how individuals are managing their health and well-being, approaching life with more gratitude and resilience. Digital health solutions adoption is booming as are some wellness sectors, and will contribute to the emergence of new healthcare models faster than expected.
In this webinar, learn how it will become essential for any healthcare provider to propose compassionate and empathetic care experiences to their clients, leveraging wellness to stay relevant in these turbulent times. Join us to understand some quick wins and envision your post-crisis healthcare shift.
What's Next: Using technology to engage employees and build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
We are currently in the midst of the most disruptive global crisis seen in decades. There is little doubt that the aftermath of COVID-19 will have life-changing impact on societies, political systems and economies. And it will likely be the single-most important catalyst in modern history for changing consumer behaviour and attitudes. This is a defining moment for Brands, and how they react – what they do – will not only impact short-term survival, but more important, the long-term brand health that is critical to future growth.
Our speakers will draw on prior experiences with SARS, the 2008 financial crisis and the current realities in Asia, Europe and the US. In this week’s webinar they will discuss what your brand should be thinking about and how to plot a course through this world-redefining period.
What's Next: The Next Frontier in Automotive Industry Ogilvy Consulting
Between homes and offices most of us spend large amounts of time commuting but a growing awareness of transportation’s ecological impact has triggered a shift towards public and shared transport. Automobiles continue to play a significant role in society, but one that is changing. The entire automotive industry is witnessing massive disruption throughout the value chain.
Digital technology in particular is proving the lever that is shifting the gears of transformation and driving ever more innovative customer experiences. In this session we will understand the major trends driving the automotive industry and how creating and being a part of a pivotal ecosystem experience, is critical for shared success.
What's Next: Social Commerce - from transaction to truly socialOgilvy Consulting
Social is the most important contributor to e-commerce and a social commerce strategy should definitely be more than paid ads on social. Social, Messaging and E-Commerce platforms are all evolving to connect more deeply social interactions to commerce. Looking through the super rich Asia landscape what are all the different types of Social Commerce? How brands can develop, evolve their approach and capitalise on the real value of social.
What's Next: The Role of Brands in the Booming Original Content BusinessOgilvy Consulting
We live in a content-driven world and a fast-changing one at that. The explosion of consumer options from traditional TV and film to OTT, podcasting and web streaming has changed the landscape for advertisers. How do brands find their way in this new fragmented marketplace?
Join Ogilvy’s Mike McFadden (EVP Digital Transformation) and Rob Davis (Head of Digital, USA) for an in-depth conversation about brand advertising in the fast-growing streaming content space.
Scheduled guests include industry leaders Gayle Troberman (CCO, iHeartMedia), Evan Shapriro (President, National Lampoon), Chris Stefanyk (Head of Partnerships, Wattpad) and Joshua Sinel (Co-Founder/President, Storybooth).
In its 7th edition, the report outlines the most important trends for businesses and consumers in 2020. In this webinar, we will share our recommendations on what clients should do to take action and adapt quickly.
What's Next: Michael Frohlich talks to us about the woes from a CEO during a ...Ogilvy Consulting
In the ever-changing and shifting world of expectations, disruption, and experience; brands are having to face the real challenge of transforming and evolving in an existential crisis against the possibility of becoming inconsequential. In this week’s webinar, we’ll talk about one of the most personal and public transformations in the industry with our very own Ogilvy UK CEO Michael Frohlich.
Michael will talk about the dos and don’ts he learned along the way when transforming a company, but also his observations, on the opportunities and challenges he encountered along the way.
Today’s consumer is raising their voice on social platforms and testing the limits of individual influence. They are empowered and enabled, and on a mission to matter. They’re no longer just complaining – they’re flexing social muscle to force brands to change. Whether an individual is campaigning for a cause, or on a quest for influence, or joining a rage-in on social media they can cause irreparable damage to a brand.
We are in a brutal cultural moment when the good, bad and ugly are indistinguishable to a call-out culture that can seem to care very little for the ‘why’ behind the ‘what’. Whether a brand has made an honest mistake or taken an ill-judged decision, social media enables and amplifies cycles of cruelty. To survive in the call-out culture world, brands need to think differently about how they react when they’re put under the spotlight, and how to make their brands less likely to be called out in the first place.
The Forgotten Secret Weapon of Digital Marketing: Email
Digital marketing is a rapidly changing, ever evolving industry--Influencers, Threads, X, AI, etc. But one of the most effective digital marketing tools is also one of the oldest: Email. Find out from two Houston-based digital experts how to maximize your results from email.
Key Takeaways:
Email has the best ROI of any digital tactic
It can be used at any stage of the customer journey
It is increasingly important as the cookie-less future gets closer and closer
Monthly Social Media News Update May 2024Andy Lambert
TL;DR. These are the three themes that stood out to us over the course of last month.
1️⃣ Social media is becoming increasingly significant for brand discovery. Marketers are now understanding the impact of social and budgets are shifting accordingly.
2️⃣ Instagram’s new algorithm and latest guidance will help us maintain organic growth. Instagram continues to evolve, but Reels remains the most crucial tool for growth.
3️⃣ Collaboration will help us unlock growth. Who we work with will define how fast we grow. Meta continues to evolve their Creator Marketplace and now TikTok are beginning to push ‘collabs’ more too.
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
Is AI-Generated Content the Future of Content Creation?Cut-the-SaaS
Discover the transformative power of AI in content creation with our presentation, "Is AI-Generated Content the Future of Content Creation?" by Puran Parsani, CEO & Editor of Cut-The-SaaS. Learn how AI-generated content is revolutionizing marketing, publishing, education, healthcare, and finance by offering unprecedented efficiency, creativity, and scalability.
Understanding
AI-Generated Content:
AI-generated content includes text, images, videos, and audio produced by AI without direct human involvement. This technology leverages large datasets to create contextually relevant and coherent material, streamlining content production.
Key Benefits:
Content Creation: Rapidly generate high-quality content for blogs, articles, and social media.
Brainstorming: AI simulates conversations to inspire creative ideas.
Research Assistance: Efficiently summarize and research information.
Market Insights:
The content marketing industry is projected to grow to $17.6 billion by 2032, with AI-generated content expected to dominate over 55% of the market.
Case Study: CNET’s AI Content Controversy:
CNET’s use of AI for news articles led to public scrutiny due to factual inaccuracies, highlighting the need for transparency and human oversight.
Benefits Across Industries:
Marketing: Personalize content at scale and optimize engagement with predictive analytics.
Publishing: Automate content creation for faster publication cycles.
Education: Efficiently generate educational materials.
Healthcare: Create accurate content for patients and professionals.
Finance: Produce timely financial content for decision-making.
Challenges and Ethical Considerations:
Transparency: Disclose AI use to maintain trust.
Bias: Address potential AI biases with diverse datasets.
SEO: Ensure AI content meets SEO standards.
Quality: Maintain high standards to prevent misinformation.
Conclusion:
AI-generated content offers significant benefits in efficiency, personalization, and scalability. However, ethical considerations and quality assurance are crucial for responsible use. Explore the future of content creation with us and see how AI is transforming various industries.
Connect with Us:
Follow Cut-The-SaaS on LinkedIn, Instagram, YouTube, Twitter, and Medium. Visit cut-the-saas.com for more insights and resources.
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
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- The impact of user experience and SEO
Most small businesses struggle to see marketing results. In this session, we will eliminate any confusion about what to do next, solving your marketing problems so your business can thrive. You’ll learn how to create a foundational marketing OS (operating system) based on neuroscience and backed by real-world results. You’ll be taught how to develop deep customer connections, and how to have your CRM dynamically segment and sell at any stage in the customer’s journey. By the end of the session, you’ll remove confusion and chaos and replace it with clarity and confidence for long-term marketing success.
Key Takeaways:
• Uncover the power of a foundational marketing system that dynamically communicates with prospects and customers on autopilot.
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For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
5 big bets to drive growth in 2024 without one additional marketing dollar AND how to adapt to the biggest shifting eCommerce trend- AI.
1) Romance Your Customers - Retention
2) ‘Alternative’ Lead Gen - Advocacy
3) The Beautiful Basics - Conversion Rate Optimization
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5) Roll the Dice - New Business Models
Come learn how YOU can Animate and Illuminate the World with Generative AI's Explosive Power. Come sit in the driver's seat and learn to harness this great technology.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The Secret to Engaging Modern Consumers: Journey Mapping and Personalization
In today's digital landscape, understanding the customer's journey and delivering personalized experiences are paramount. This masterclass delves into the art of consumer journey mapping, a powerful technique that visualizes the entire customer experience across touchpoints. Attendees will learn how to create detailed journey maps, identify pain points, and uncover opportunities for optimization. The presentation also explores personalization strategies that leverage data and technology to tailor content, products, and experiences to individual customers. From real-time personalization to predictive analytics, attendees will gain insights into cutting-edge approaches that drive engagement and loyalty.
Key Takeaways:
Current consumer landscape; Steps to mapping an effective consumer journey; Understanding the value of personalization; Integrating mapping and personalization for success; Brands that are getting It right!; Best Practices; Future Trends
Consumer Journey Mapping & Personalization Master Class - Sabrina Killgo
Social value benchmark
1. 1
Social Value Benchmark
Unlocking engagement opportunities
across the customer journey
2. 2
Executive Summary
This research aims to answer a simple question.
Do visible Social programmes undertake the
fundamental Customer Engagement activities
that drive sales, loyalty and advocacy?
OgilvyOne’s clients often come to us for
support on Social strategy, because Social is
underdelivering in terms of driving sustainable
Customer Engagement. Our Social Value
Navigator process helps our clients to embed
their Social programmes deeply in their
businesses. But to assess the Total Customer
Value of a Social programme requires a wide
range of internal data from sales and loyalty to
website analytics. But there is also a need for a
faster benchmark against competitors.
We have created the Social Value Benchmark
to assess companies against their direct
competitors and companies in other categories,
based on public information. Benchmark
assesses 27 companies across five categories. Our
objective scoring system has created a database
of 4,087 answers, categorised by journey stage,
channel used and company. At any stage of
the customer journey a score of 100% would
indicate that the basics of a category-appropriate
Social programme are in place.
Total Customer Value incorporates all forms of value that a customer brings to a business: Transactional, Loyalty, Advocacy and Collaboration.
3. 3
Analysed to find opportunities for better Customer Engagement through Social, we found:
1. Social is most actively used in the
early stages of customer journeys with
a score of 51% at awareness falling to
21% at the point of purchase.
2. Companies have significant
room for improvement, with an
average score of 31% across the
customer journey.
4. Many companies are reluctant
to leave the Social ‘safe zone’ and
engage with customers outside their
owned Social channels.
6. Social loyalty and advocacy
are particularly neglected with
average scores of 20% and 17%
respectively.
3. Some Social tactics are neglected,
despite their value. For instance URL
shorteners are a simple way to collect
data on which Social tactics are working,
but only get a benchmark score of 31%.
5. Channel disconnect is a common
phenomenon, with a colder, more
broadcast, tone by companies on
their websites than in Social.
4. 4
integrated, measured - and most of all, not
strategic. Only 10% of CMOs believe that Social
is well integrated with their broader strategy.
While we cannot see business objectives, we can
understand them at a category level, and thus
the potential roles that Social has in driving
business value. The Social Value Benchmark
scores these activities. A score of 100% at any
stage of a customer journey indicates that good
basics are in place.
To create the Social Value Benchmark we
chose five categories to give us a cross section
of different challenges for Social programmes.
For each category we worked with our clients,
industry experts and our client teams to
define a category customer journey for a target
customer. For each stage in this customer
journey we defined a role for Social - ranging
from very broad roles in raising awareness and
influencing favourability to closing sales and
nurturing loyalty and advocacy. For each of
these roles we worked to define benchmarks for
basic Social activities that would deliver that
part of the customer journey, and developed
a marking system for this. While assessing
whether a programme is cutting edge is beyond
the scope of this research, and indeed is what
our Social Value Navigator process does, this
research aimed to assess whether companies are
undertaking basic Social activities that fit their
business models. Finally we used this marking
system to mark five or six companies in each
category on their Social activities. We collected
over 4,087 data points, giving us an unrivalled
database of how these categories are delivering
Social programmes.
Why do Social programmes seem to be
disconnected from broader strategies for
customer engagement?
The promise of Social is, after all, simple. Social
relationships are central to our lives, and by
extension to how we engage customers. It’s the
oldest market research finding around - that the
biggest influences on us are our peers, friends
and family. And Social often shows good
returns. For instance Target’s research with
Facebook showed that Social advertising drove
27% higher sales than advertising without Social
endorsement.
But when marketers are asked what they are
doing, a dilemma becomes apparent.
On the one hand they recognise the importance
of Social and plan to increase spending on
Social by 144% over the next five years.
But on the other hand they struggle to
quantify whether Social gives them a return.
Surveys consistently show that only one in six
marketers feel they have a good quantitative
understanding of their returns, and only two in
six even have a good qualitative view.
Why is this? After all, the internet and modern
technology have given marketers more
knowledge than ever before about what makes
people tick.
Firstly, meaningful social media measurement
is complicated. Marketers are addressing this
through increased investment in analytics and
data management.
Secondly, and this is the focus of our research,
Social programmes are badly aligned with
overall business strategy. CMOs understand
that Social is not delivering because it is badly
Comscore: The Power of Like 2 http://www.comscore.com/Insights/Press_Releases/2012/6/comScore_and_Facebook_
Release_The_Power_of_Like_2_How_Social_Marketing_Works
Duke University’s CMO Survey 2014 http://www.cmosurvey.org/results/
For instance ‘Getting Digital Right’ Milward Brown 2014.
http://www.cmosurvey.org/blog/do-marketers-know-what-they-want-from-social-media/
5. 5
Our research in more detail
There are six areas that stood out across categories.
1
Social is most actively used in the early stages of customer journeys with a score of 51%
at awareness falling to 21% at the point of purchase.
Social is barely used at many parts of the
customer journey. While almost all companies
examined use Social to drive awareness, with
a Benchmark score of 51% at the Awareness
stage, very few use it in loyalty or advocacy
programmes, or around the point of purchase,
despite the high value that customers put on
peer endorsement.
The average Benchmark score of 21% at the
point of purchase indicates that companies are
largely not trying to sell in Social, or to create
bonds immediately post purchase. Both of
these are reasonably simple to implement with
tactics as simple as asking buyers to follow
Social channels specifically for customers
immediately post purchase.
For many companies Social appears to
be synonymous with ‘What is done on my
Facebook page’ rather than ‘How do I use the
power of relationships to drive my marketing?’.
Activity rates are dramatically higher in
broadcast Social channels (e.g. posting
content on a Twitter feed) than when engaging
customers, even at the most basic level of
responding to customers who ask a question.
In some high ticket price categories such
as travel and automotive, brands often don’t
respond to customers’ questions even though
these questions are often when customers are
actively shopping.
http://www.thinkwithgoogle.com/research-studies/digital-drives-auto-shopping.html
6. 6
60
50
40
30
20
10
Awareness Consideration Purchase Loyalty Advocacy &
Collaboration
Companies have significant room for improvement, with an average score of 31% across
the customer journey.
On average companies scored a Benchmark
score only 31% across the full customer
journey. There are some quick wins that even
relatively sophisticated companies could adopt
tomorrow. For instance, despite the role of
thought leadership in lead generation for B2B
companies, very few use Slideshare’s Lead
Capture option or even put links to register for
events in their Social feeds.
2
Average score by journey stage as a potential of total points available at that stage of the customer journey.
%
7. 7
Some Social tactics are neglected, despite their value. For instance URL shorteners are a
simple way to collect data on which Social tactics are working, but only get a benchmark
score of 31%.
Marketers appear largely unaware of many
Social tactics and channels. For instance, the
potential of Social activity to impact unbranded
discussions (e.g. through a hashtag) or
unbranded search results is very often
0 10 20 30 40 50 60
Twitter
Facebook
Instagram
Website - Social integration
YouTube
Google+
Shortned URLs
LinkedIn
Blog
Pinterest
Slideshare
UGC Forums
neglected. Equally, forums are crucial for the
B2B customer journey, but often ignored by
B2B marketers.
3
Average scores for common Social tactics.
8. 8
Many companies are reluctant to leave the Social ‘safe zone’ and engage with customers
outside their owned channels.
There is often a reluctance from brands to
engage outside their owned channels. So if a
potential customer asks a question about a
brand without explicitly mentioning its Twitter
handle, then it is rare for brands to take
advantage of that opportunity.
B2B firms in particular are often good at
creating meaningful content. But after
There is often a stark divide in tone by
channels. Corporate websites are generally
rather cold, out of date and broadcast. On
balance even the weaker Social channels have
more warmth of tone and authenticity.
publishing it in Social they often fail to respond
to questions from potential clients. This is
something that would be unthinkable offline,
for instance at a conference. While this is
justifiable in some circumstances, we see no
evidence that this is thought through.
Channel disconnect is a common phenomenon, with a colder, more broadcast, tone by
companies on their websites than in Social.
4
5
9. 9
Social loyalty and advocacy are particularly neglected with average scores of 21% and 17%
respectively.
Over 20% of the companies in our study use
Net Promoter Score as a metric of business
success, and thus at a leadership level
understand the importance of customer
satisfaction in driving growth. Yet these same
companies also often fail to undertake simple
Social activities that would boost customer
satisfaction and loyalty, such as rapid response
to questions in Social, or connecting customers
to materials (such as a YouTube video or blog)
that make it easy to understand a complex B2B
piece of accounting software. Therefore the
average scores of 21% and 17% across Loyalty
and Advocacy are particularly low. This is
doubtless one of the reasons that our previous
research on Passion Brands has found that only
2% of positive brand experiences result in public
advocacy in Social channels.
Post purchase ‘bonding’ is a particularly
fruitful area for many companies, particularly
in high engagement categories. Most
companies have a cooling off period, so the
point of purchase isn’t final. More importantly,
post-purchase bonding with the vendor has
a substantial impact on long-term loyalty
and advocacy. There are many opportunities
for companies to improve this bonding, for
instance by soliciting feedback post purchase
(and responding to that feedback) or by
persuading customers to opt-in to Social
channels so they are kept informed on new
products, and develop a deeper relationship
with the business.
6
See Bain’s work with Intuit as an example of post purchase product demystification http://www.bain.com/publications/
articles/do-your-b2b-customers-promote-your-business.aspx
http://www.slideshare.net/socialogilvy/socialogilvy-advocacy-studyjuly2013-1
10. B2B software
• Most companies are present, and active, in
a wide range of the relevant channels. The
most common failings in early stages of
the journey are failing to use more visual
Social channels. B2B marketers often seem
to implicitly assume that attractive content
which is easy to consume, while containing
meaningful business insights, is not as
relevant to B2B as it is to B2C.
• Active companies are, throughout the
journey, reaching out to places where
they might find new customers such as
independent forums (which B2B buyers
value highly), and by using unbranded
hashtags and other tactics that will increase
visibility for people researching the category.
• Testimonials, ratings, reviews and other
forms of customer endorsement are most
commonly used on company websites. But,
they rarely appear in Social channels such as
Twitter, despite their acknowledged value in
driving purchases.
• Lead generation tools such as invitations
to webinars are occasionally used but they
are rarely used to generate attendance at the
higher value offline events. What starts in
Social usually stays in Social.
B2B software is one of the more advanced
categories in our research, doubtless reflecting
its heritage as relatively early to using the
internet as a core part of their business model.
As with the other categories the use of Social
declines as customers go through the journey,
leading to missed opportunities that close sales
or cement loyalty with the brand. However,
performance in the earlier parts of the journey
are significantly better:
10
11. • Blogs are also underused as a way
of delivering technical and practical
information to buyers – on average scoring
only 62%.
• While Google+ is now routinely used, it is
often not integrated well with the broader
Google ecosystem by brands. So for
instance, if a brand does a public Google
Hangout it often doesn’t effectively link to it
from its other Social properties, so limiting
its discovery in search.
When looked at through the lense of channels,
the major category themes are:
• The average score for use of LinkedIn
is 75%, it’s substantially higher than the
Forum score of 33%. Whilst LinkedIn has an
impressive reach, B2B surveys typically show
that forums are used more.
• Facebook is inconsistently used for
marketing, despite its extremely high
audience penetration, with just 61% of
Benchmark tactics used. The stereotype
that B2B buyers don’t use Facebook isn’t
helpful to marketers, not least because of
the amount of personal time they spend on
the platform.
80
70
60
50
40
30
20
10
0
Lead Back Identify Problem Investigate Shortlist Evaluation Purchase
Average benchmark score
%
11
12. 12
Travel
and restaurants. While this level of Social
integration is not necessarily complex, no
travel brand that we examined uses it.
• All brands examined respond to questions
in Social, though more consistently through
Twitter than other channels. While many
brands also consistently re-tweet positive
customer feedback, they often do not re-share
positive endorsements that occur in
other Social channels.
The travel industry’s business model of fixed
perishable inventory, often sold through
intermediaries with significant levels of
commission. This means that there is a premium
on driving direct bookings and fostering loyalty
within regular travellers. However, Social’s use
often fails to reflect this.
The average Social Value Benchmark score
declines from over 70% at the inspirational
stage of the customer journey; it then drops
to less than 40% at the point of purchase,
dropping further to less than 20% once people
are experiencing the products. Therefore there
are many missed opportunities to close sales or
cement loyalty.
• Brand content early on in the customer
journey provides many opportunities to
engage potential customers. But once
somebody expresses an interest in a brand’s
content it is relatively rare for a company
to encourage them to subscribe to an
appropriate Social channel so that they are
engaged with follow up messaging.
• Social logins allow brands to provide
personalised travel information, as other
companies outside the Benchmark evaluation
do. For instance, Tripadvisor allows users
to see which cities their Facebook friends
have been to, what they did there and to
see how highly they rated sights, hotels
13. Dreaming Planning Purchase Experiencing Sharing
are typically poorly integrated, despite
the high value that hotels and airlines can
drive through channel shift. For instance,
many YouTube channels don’t link to the
parent website, to other Social channels or
even encourage the user to subscribe to the
YouTube channel. Equally websites often
miss opportunities to deepen relationships
through driving customers to Social
channels.
• Social is rarely integrated into loyalty
programmes, so missing an opportunity to
personalise and contextualise information.
• There appear to be very few post purchase
attempts to drive advocacy through Social,
again surprising given the role of friends and
family in choosing destinations, hotels and
airlines.
60
50
40
30
20
10
0
Average benchmark score
• Travel brands are also rarely using the
informal reviews such as testimonials on
their non-Twitter Social channels, despite
the role that reviews play in planning trips.
Ratings and reviews are inconsistently used,
even though half of travellers use them on
the route to travel purchases.
• Websites that pull feeds of reviews from
Tripadvisor, for example always draw the
text of reviews only, rather than pictures that
would bring these reviews to life.
• The typical customer experience in travel
is to search on, and use, multiple devices
throughout the journey, for instance
dreaming about destinations when looking
at Social content on mobile, researching in
more depth, and buying, on desktop and
tablets, and then travelling with mobile
devices. However, despite this channel
and device hopping, websites and Social
%
13
14. 14
FMCG - Beverages
Social holds out the opportunity for FMCG
to build stronger, and direct, relationships
with its consumers that weren’t possible in
the past. However, while there is some limited
evidence of programmes to promote loyalty, this
opportunity is largely unexploited.
FMCG scores substantially better on average at
the Awareness (49%) and Consideration (24%)
stages of the customer journey than elsewhere,
reflecting the category’s traditional emphasis
on brand advertising. This is mainly driven by
the brand’s creating and deploying interesting
pieces of content for a mass consumer
audience, and then having a two-way dialogue
with their consumers.
The major missed opportunities in the early part
of the journey are to engage consumers more
deeply. While this was difficult in traditional
brand advertising, brands in FMCG are often,
implicitly, refusing to engage consumers more
deeply, even when consumers are eager for this
engagement. For instance, ratings and reviews
are rarely seen anywhere in Social channels,
despite their role in providing Social proof that
a brand is high quality. Equally while brands
have a legitimate role in wider public discussion,
for instance a cold drink could enter discussions
on hot weather, most of them are restricted to
broadcasting their views, rather than seeking out
relevant conversations to join, such as by using
unbranded hashtags that would surface their
content in appropriate locations.
15. 15
a more respectable (though still low) 20%.
However, there are still very large missed
opportunities at this stage: for instance,
through better integration of packaging
with Social channels.
Advocacy programmes are weak though, with
an average score of 11%. Given the value of
repeat purchases and habit forming in FMCG,
this is a substantial missed opportunity. Simple
tactics such as re-posting positive customer
experiences and asking customers to be
advocates are largely neglected.
At the point of purchase this challenge becomes
most evident. While online shopping for FMCG
brands is still only relatively small at 5-6% of
UK groceries, we would expect to see most
brands experimenting with it, not least because
of the ability to drive sampling and repeat
purchases. However, when we examined FMCG
brands, there was virtually no experimentation
going on.
The post purchase picture is brighter. Most
brands have some additional level of resources
for existing customers on sourcing information
for example, so the average loyalty score is
50
40
30
20
10
0
Awareness Consideration Purchase Loyalty Advocacy
Average benchmark score
6http://www.theguardian.com/business/2014/jan/06/supermarkets-open-dark-stores-online-food-shopping-expands
%
16. 16
B2B logistics
Five major themes are apparent across the
category
• In the early stages of the journey, activity is
largely broadcast brand advertising. Even
on this, narrow role, most companies fail to
undertake simple actions that would better
surface their content to potential customers.
For instance, unbranded hashtags that make
them more visible in search to people who
are searching for information in the category.
• As customers start to investigate potential
suppliers, logistics providers are failing to
provide them with the information that they
need. Tactics that involve providing practical
information for potential customers, such as a
regularly updated blog or use of forums, are
largely neglected. Brands often fail to take
advantage of the most basic opportunities
such as answering customer questions on
their Social channels. Very few reach out on
forums or Twitter where potential customers
are asking unbranded questions.
B2B clients often tell us that their biggest
business challenge is getting visibility for their
experts before a potential client draws up the
shortlist for a project, both online and offline.
Hence we would expect prioritisation of a)
participation where customers are, and b)
conversion of these conversations through lead
generation tools such as invitations to webinars
or events.
However, B2B logistics companies perform
poorly in Social, across the whole of the
customer journey. As in other categories the use
of Social declines as customers go through the
journey, leading to missed opportunities to close
sales or cement loyalty:
• Even in the early stages of the journey,
companies are executing less than 30% of
the available Social tactics on average.
• Over the journey stages, from the point of
Purchase to Cross-selling and deepening
Loyalty, less than 15% of opportunities
are used.
17. • Customer care through Social is increasingly
common, and appropriately fast. This
responds to an important customer need
for reassurance and problem resolution.
However, its execution is inconsistent. For
instance, one company’s Twitter feed has a
prominent picture visible to customers of
a badly delivered parcel. While the service
problem is real, the visibility has been driven
by the corporate brand itself re-posting
the picture. The customer care feed is thus
inadvertently damaging its own brand.
• Reviews and customer testimonials are
only used inconsistently to close the deal
around the point of purchase and cement
loyalty. When testimonials are used they are
overwhelmingly on corporate websites and
rarely extend to Social, despite the simple
opportunities available, such as re-tweeting
positive customer feedback.
• From purchase onwards there are many
missed opportunities to cross sell products
and deepen customer loyalty: for instance,
logistics companies do relatively little to
encourage Social sharing. Social sharing
by customers isn’t just valuable as a source
of advocacy. It is also valuable in driving
loyalty by encouraging customers to make
a visible public commitment to brands,
making them less likely to churn later.
30
25
20
15
10
5
0
Consideration Preference Conversion Cross-Sell Loyalty
Average benchmark score
%
17
18. 18
Automotive
• Sharing functionality is restricted to
Social channels - despite the key role of
peer discussions in purchasing. Most car
manufacturers have a configuration tool
on their website to find out the cost of a
car with personalised extras, but few of
them make it easy to share this. Given the
role of friends and family in influencing
car decisions this is a significant, and
easy to fix, opportunity.
• Lead generation, at the basic level of
booking test drives, is largely unused,
despite its high value.
• There is almost no attempt by brands
to engage in external discussions and
communities, despite their role informing
customers who are looking for practical
information.
• Manufacturers fail to respond to many
questions in Social, even though many
of these are either existing or potential
customers. Manufacturers also often make it
Automotive companies miss opportunities to
drive Total Customer Value through loyalty,
advocacy and collaboration with customers.
Whilst brands use Social creatively to convey
the value of their cars, this tactic is much
stronger at early stages of the customer
journey with an average score of 70% at the
Consideration stage, followed by a steep decline
through purchase to loyalty and advocacy.
However, despite the high value of engaging
customers up to and beyond purchase, there are
many missed opportunities in automotive:
• Brand websites are usually somewhat
clinical. This means that many of the key
research objectives of customers, such as
reviews, can only be found on external sites,
beyond brand influence.
• Dealers are often poorly integrated, even
though the vast majority of car purchases
happen at a dealer. For instance, simply
finding a dealer can be quite a complex
experience.
19. 19
80
70
60
50
40
30
20
10
0
Consider Explore Select Purchase Maintain Renew
Average benchmark score
• Post purchase, manufacturers generally
provide significant amounts of information
to their customers. But very little attempt
is made to instil owner pride or provide
tailored experiences. Manufacturer CRM
data, and Social graph data, are hardly ever
used to provide any sort of contextualised
experience, even as simple as offering family
cars to people who have already purchased a
family car.
hard to contact them through their website,
so discouraging questions from potential
and actual customers.
• Customer Service information videos, FAQs,
Blogs and other ways of getting product
updates and useful information out to
owners are neglected, making it hard for
many owners to self serve. Given the value
of loyalty and advocacy in this market, this
is a major missed opportunity.
7http://www.thinkwithgoogle.com/research-studies/digital-drives-auto-shopping.html
%
20. 20
The Social Value Benchmark
research methodology
loyalty and advocacy. Customer journeys are
used to ensure that the entire approach is
rooted in the Total Customer Value components
of Transaction, Loyalty, Advocacy and
Collaboration. For each customer journey stage,
one or more roles of Social are defined. And for
each role of Social a number of questions are
defined.
the company, so there is a relationship across
the full customer journey. B2C journeys are
significantly more diverse.
For instance, in B2B software the first stage of
the customer journey was a ‘lean back’ stage
where customers are not actively looking for
information, but instead relatively passively
consuming information from peers and
industry experts.
With the exception of B2B accounting
software, all customer journeys went past the
point of Transaction to judge Social’s role in
driving Loyalty, Advocacy and Collaboration.
The relatively small number of collaboration
programmes led us to report them under
Advocacy and Loyalty, as appropriate.
Our research used expert insight from Ogilvy’s
Social community, client and category
understanding from Ogilvy client teams, Ogilvy
clients and external partners. We undertook a
five-stage process, fully documented and shared
with our clients.
This research methodology aims to measure
whether visible Social programmes drive sales,
1. Defining the customer journey
All Ogilvy clients already have a well defined
customer journey, used as the basis for planning
Customer Engagement programmes for our
clients. Choices at this stage were to define
the ambition of the customer journey (e.g.
the full journey or just the focus for Ogilvy’s
current work?), markets (global, local or a
combination) and target customer personas.
For instance in the B2B accounting category
we focused on a persona of younger business
owners, typically relatively recent startups. This
choice of customer personas then influenced the
competitor set chosen.
Customer journey stages are relatively similar
within the B2B categories, in that the target
customers are typically buying directly from
21. 21
2. Defining the role of Social for each stage in the customer journey
For instance, in B2B software’s ‘lean-back’ stage,
one role of Social was defined as increasing
awareness and a familiarity of the brand through
increasing its prominence through social
sharing. Other common Social roles included
customer dialogue such as customer services,
social proof, reviews and testimonials.
Social’s role can be dramatically different
by both category and stage in the customer
journey. To focus in on the role of Social we
examined both successful client and competitor
Social programmes in the category – and other
successful Social programmes that address
similar challenges in other categories.
3. Defining questions to assess whether Social is being used well for each stage of the customer journey
To successfully answer a question such as
‘Is Social being successfully used to raise
awareness’ we need data points that:
a) Are meaningful indicators of whether a brand
has a coherent Social strategy. For instance, it is
very unlikely that a brand with a strong Social
strategy will be failing to use URL shorteners
in Social, because they would be losing a
significant source of data on their impact.
b) Are possible to judge from public data. We
created scoring criteria for each data point, so
that there was consistency within and between
categories for the same data point.
However, to enable robust comparisons we
excluded data points that:
a) Needed internal client data, such as sales or
profits, to judge them, because we would not be
able to compare across companies.
b) Were qualitative. While we believe that
qualitative judgement is extremely important,
it is not quantifiable and therefore we excluded
qualitative judgements as much as possible.
To source these data points we examined
companies both in the category, and in
categories that faced similar challenges, as well
as industry research on customer journeys.
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and Social experts to ensure consistency.
We also made amendments to research
methodologies at this stage.
Each of the 4,087 data points contains:
• Category
• Company
• Cross-category customer journey stage (e.g.
‘Awareness’)
• Category customer journey stage (e.g.
‘lean-back’)
• Property (e.g. Twitter, Facebook, LinkedIn)
• Question (e.g. ‘Is the company using
Social graph to provide contextual
recommendations?’)
• Score
• Measurement scale
• Notes.
4. The data gathered
At the end of this stage in the research we
typically had, for each category:
• Five journey stages
• One role of Social per stage, justified and
explained in more depth for researchers and
clients
• 5-10 questions per journey stage, to assess
whether Social was being used consistently
to achieve business objectives
• 5-10 Social properties we would use to assess
each of these questions
• 5-6 companies assessed per category.
On average we assessed each company on 151
questions, for a total of 4,087 questions assessed.
4. Judging the questions
Each researcher was either an Ogilvy Social
expert or planner on the relevant account. After
being fully briefed on the research process, their
research outputs were cross-checked by category
5. Analysis
Category and client findings were cross-checked
with experts and clients to ensure robustness –
though given their close involvement through
the process no major changes resulted at this
stage.
The data is now available for analysis for Ogilvy
clients as a database to interrogate.
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How OgilvyOne can help you
• Map to the key engagement opportunities
in their customer journey
• Provide visibility of what competitors
are doing
• And companies with similar challenges
in other categories
• We then help clients scope these out
in depth to create a Social strategy
and programme for the future that’s
rooted in their business, and credible
to C-suite stakeholders.
Category Companies Normalised journey stages
B2B financial software Sage, Xero, SAP, Microsoft Dynamics, Awareness, Consideration, Purchase
Premium automotive Landrover, BMW, Audi, Jaguar, Mercedes Awareness, Consideration, Purchase,
The full list examined is: Twitter, Facebook,
blogs, Google+, Instagram, LinkedIn, Pinterest,
Slideshare, forums, YouTube, shortened URLs,
Social logins, website, social lead generation,
search.
OgilvyOne’s Social Value Navigator™ can
help you make sense of whether your Social is
delivering, and what Social you should, and
should not, be doing.
We start by rooting our analysis in clients
business objectives, target audiences and the
customer journey that goes alongside them,
as part of our broader Customer Engagement
planning process.
We then undertake a Social Value mapping
process scoping potential Social activities that -
Categories, companies and journey stages assessed
Properties examined
We do not believe that companies should
have a channel based approach. However, for
the purpose of analysis every question was
categorised either with a channel or under
another grouping such as Shortened URLs, to
enable clearer cross-category analysis.
Loyalty, Advocacy
B2B logistics UPS, DHL, Parcelforce, TNT, Fedex, DPD Awareness, Consideration, Purchase,
Loyalty, Advocacy
Travel - hotels, airlines, aggregators British Airways, Virgin Atlantic, Expedia,
Hilton, Holiday Inn, Marriott
Awareness, Consideration, Purchase,
Loyalty, Advocacy
FMCG - beverages Nescafe Gold Blend, Coca Cola, Tetley,
Douwe Egberts, PG Tips
Awareness, Consideration, Purchase,
Loyalty, Advocacy
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FAQs
Is the quality of content in Social
assessed here?
A comprehensive assessment of content quality
in Social requires a full Social Analytics and
Social Content Strategy, so is beyond the remit
of this research.
However, a number of questions in the research
assess proxies for quality, such as growth
of audiences in Social channels, clicks on
links (where data is public) and other forms
of audience engagement. While these are
approximate, in many cases very low levels of
interaction occur, indicating that the content is
not engaging its audience.
Does this assess internal organisation or
resourcing of Social?
No, but this is something we benchmark with
clients when we undertake the Social Value
Navigator process.
Where are the full questions?
A number of the questions have been published,
or referenced, in this research report. The full set
of questions is available to Ogilvy clients.
Does this assess overall effectiveness of Social
strategies?
Yes and no.
Yes - because it assesses whether companies
reach the Social Value Benchmark. This allows
us to understand if the company is appropriately
using Social across the customer journey.
No - because a full Social strategy needs to
integrate with the individual company’s broader
business and marketing strategies. We do this
for clients through Social Value Navigator - an
in-depth process for creating Social strategies
that drive business results.
Does this assess qualitative delivery of Social?
No.
Qualitative assessments are important, but
are hard to do without both in-depth analysis
of the company and its business strategy. The
Social Value Benchmark though, by judging the
essential tactics that are needed for each stage of
the customer journey, allows us to understand
whether a company has the infrastructure in
place to drive results.
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Is this global research?
Each category has been examined from the
point of view of a UK customer. However,
in many cases companies either direct UK
customers to global Social channels or do
not have UK channels. In these cases, where
appropriate, global channels have been scored.
Acknowledgements
Authors: Rob Blackie & Emily Allen
Editor: Ann Higgins
This research required a vast amount of wisdom from Ogilvy colleagues and clients, including:
Alexandra von Puttkamer, Anders Kinberg, Andrew Lopez, Ann Higgins, Annette King, Anya King,
Brian Jensen, Caolan Hunter, Clare Lawson, Donald Pirie, Emily Allen, Gareth Richards, Gosha
Khuchua, Irfan Kamal, James Myers, James Whatley, Jo Coombs, Joana Chau, Jonathan Gapper,
Jonathan Nguyen, Joseph Grigg, Keshan Bolaky, Leo Ryan, Marcus de Pfeiffer Key, Margherita
Tuvo, Marshall Manson,Matt Holt, Mel Stanley, Neil Hawke, Patou Nuytemans, Rachel Armstrong-
Jones, Rob Bartlett, Sam Williams-Thomas, Shailen Joshi, Simon Luff, Steve Jenkins, Tara Davanzati,
Thomas Crampton.
If you would like more information on how OgilvyOne can help you, please contact Tracey Barber,
New Business & Marketing Director OgilvyOne on +44 (0)20 7566 7407, or tweet us @ogilvyone or
@robblackie_oo