BoldMouth-Vanderbilt Project

Consolidated Findings & Tactical Implications For Digital

In which direction is marketing headed?

ACCOUNTABILITY

PERSONALISATION
Project Overview

  Branded
Methodology


  Original
Research

–  Users

•  46
Ques)ons

•  N=141

•  Census‐adjusted
scien)fic

sample

PROJECT
GOAL

–  Prac))oners

Help
posi)on
BoldMouth
as
an
agency

•  24
Ques)ons

of
choice
by
helping
them
to
ar)culate

the
impact
social
media
has
on
brands
 •  N=68

and
businesses.
 •  Brand
Managers,
Social
Media

Strategists,
Media
Execu)ves

3

Participating Practitioners

4

 - finding #1 -
business goals should dictate
platform strategy
 Platform Selection Criteria
What drives practitioner decisions when selecting platforms?

Criteria Ra-ng
(Indexed)

Ability
to
enhance
customer
experience
with
brand
 53.28

Ability
to
create
awareness
 48.71


Amplifica)on
of
message

 47.28

Customer
acquisi)on
 42.85

Online
visibility 36.42

Source: BoldMouth-Vanderbilt Project, “Practitioners in 6


Social Media Study” April 23rd 2009, N=64
 - finding #2 -
alignment is key
 Likelihood of Purchase vs. Platform Use
How likely are you to purchase a product featured on these platforms?

Social Embeddable Video Photo Writing Reading Micro- Social

Podcasts Reviews
Networking Applications Sharing Sharing Blogs Blogs Blogging Bookmarking

At
least

116
 119
 121
 133
 124
 124
 124
 124
 149
 155

once
a
day





At
least

once
a
 97
 119
 103
 131
 144
 104
 118
 206
 138
 143

week




At
least

once
a
 91
 104
 103
 111
 124
 109
 138
 110
 141
 97

month




Less
than

once
a
 90
 115
 91
 94
 108
 102
 100
 99
 114
 94

month





mean
=
100

Source: BoldMouth-Vanderbilt Project, “Consumers in Social
Media Study” April 23rd 2009, N=141, Census-Adjusted 8

Sample
 - finding #3 -
think socially, activate individually
 Incentives
Do you offer incentives to customers
in exchange for interactions?
Always 3%
  Nearly
40%
of
marketers

do
not
offer
incen)ves
for

interac)ons

Often
10%

Never
39%
  88%
of
the
)me,
user

Sometimes
48%
response
is
“some)mes”

or
“always”
be]er.


Source: BoldMouth-Vanderbilt Project, “Practitioners in 10


Social Media Study” April 23rd 2009, N=64
Recapping Key Findings

business goals should dictate

platform strategy

alignment is key

think socially, activate individually

11

 How does this
translate,
?
tactically in the
digital space
Mapping Metrics To The Purchase Funnel
Purchase Funnel Potential Metrics

Reach

Click-Through

Content Consumption

Trial/Couponing

13

Creating A Path To Digital Leadership
Footprint Planning
Online
Brand
Planning
 & Development
Digital
Personality


Content
Content
Planning
 Activation
Customer
Rela-onship
Management


PlaDorm
Modera-on
 Community
Promo-ons
 Activation

Smart
Risks
 Category
Consumer
Brand
“Ownership”
 Leadership

14

 Footprint Planning & Development
Footprint Planning
Online
Brand
Planning
 & Development

  What
are
the
central
business
goals
of
the
brand?

Content
  What
offline
elements
of
the
brand
make
sense
in
the
 Activation
online
space?


  In
what
online
plaborms
can
the
brand
most
effec)vely

compete?


 Community
Activation
Brand
Personality


  In
what
ways
is
the
brand
Unique,
Authen)c
&
Talkable*
 Category
enough
to
appeal
to
consumers
on
a
personal
level?
 Leadership

*Source: UAT Framework, Rohit Bhargava, Personality 15


not included, 2008
Content Activation

Content
Planning
 Footprint Planning

& Development

  What
kinds
of
content
will
be
of
value
to
the
target
audience?


  What
format
should
that
content
be
in?
 Content
Activation
  Is
there
an
opportunity
to
create
content
from
par)cipa)on
in

online
plaborms?


  In
what
ways
can
the
brand
track
consup)on
of
that
content?

Community
Customer
Rela-onship
Management
 Activation

  What
customer
service
issues
will
the
brand
encounter,
online?

Category
  How
can
online
plaborms
help
manage
and
recover
from
customer
 Leadership
service
issues?


16

Community Activation
PlaDorm
Modera-on
 Footprint Planning
& Development

  What
is
the
brand’s
desired
balance
between
control
and

open
dialouge?

Content
Activation
  In
what
ways
can
the
brand
build
a
sense
of
community

that
can
lead
to
self‐modera)ng
plaborms?


Promo-ons

Community
Activation
  Can
targeted
promo)ons
and
giveaways
help
build
the
size

and
strength
of
the
brand’s
audience,
online?

Category
  How
does
the
brand
seamlessly
transi)on
from
 Leadership
promo)ons‐driven
growth
to
organic
growth?


17

Category Leadership
Footprint Planning
Smart
Risks
 & Development

  Are
there
opportuni)es
to
do
something
online
that

will
define
not
only
the
brand
but
the
category?
 Content
Activation

  How
does
the
brand
build
consensus,
internally
to

ensure
effec)ve
implementa)on?


Community
Consumer
Brand
“Ownership”
 Activation

  What
aspects
of
the
brand
can
be
“given
away”

such
that
consumers
feel
they
have
an
ac)ve
roll
in
 Category
the
brand’s
presence,
online.
 Leadership

18

The tension between creative and analytics is well documented.

vs.

In digital, they have to come together to maximize ROI.

Footprint Planning Content Community Category
& Development Activation Activation Leadership

Framework For Maximizing Marketing ROI Through Digital

using digital to
planning towards
1 business goals
encourage
accountability
aligning for a
&
2 “smashable” brand
using digital to make
activating at
personal connections
3 the consumer
with consumers
level
The BoldMouth-Vanderbilt Project Report can be
viewed in full at http://boldmouth-vanderbilt.com.

For More Information:

Jared Degnan
url :: jareddegnan.com
email :: jareddegnan@mac.com
phone :: (202) 413-3652