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an UPFRONT MLDlA publication
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ls Your Business Antisocial?
4 Rules oI Lngagenent
Ior Mobile Marketing
Why Top Brands Are 5pending 5o Much
Tine in 5ocial Media Leaderboard
How 5ocial Media ls Changing
Paid, Larned & Owned Media
Randon Iacts, hunor
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ln this issue:
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I ask with sincerity, is your business antisocial? Take a
moment before you respond. I understand you may have
Facebook and Twitter pres-
ences. Your business may
broadcast on YouTube.
Perhaps your executives
are blogging.
If youre among the more
sophisticated organiza-
tions, the team is probably
subscribing to elaborate
monitoring services to listen more
effectively. And, with all of the so-
cial objects produced inside the
organization, its come to the point
where a content management sys-
tem or social media management
system is necessary to scale.
Social networks usher in a era of transparency and authen-
ticity and these two elements represent the hallmark of your
corporate social media program. You are walking the two-
way street and youre already successfully building a com-
munity rich with the 3Fs (friends, fans, and followers). How
can your business possibly be antisocial?
Antisocial is defned as anything that goes against the laws
and customs of society. Facebook, Twitter, and social net-
works of all shapes, sizes, and focus are thriving societies
in their own right. Each produce a unique culture, one that
youre more than familiar with. You are after all a citizen of
one or more social networks before youre a corporate citi-
zen.
At a minimum, you as an individual contribute to the culture
of each of the societies to which you belong. These are your
networks and as a result, you create a personal egosystem.
You are at the center of your experiences and as such, the
information that fnds you, the information you share, and
the people with whom you connect are yours to defne.
These actions contribute to the lifestyle and value of the net-
work and you take pride in the relationships, community and
stature you earn.
But when we take a step back to examine many of the lead-
ing business examples in social media, its clear that many
are in actuality, illustrations of traditional marketing masquer-
ading as genuine engagement. Are brands acting as good
citizens? Are they contributing to the customs of society or
are they taking away from the experience?
If you were to run a quick study of your social activities or
those of your favorite brands, you may fnd that marketing
at communities rather than investing in their usefulness is
clear and present.
Contests, polls, promotions, news releases, and events are
balanced by impassive updates or questions. The activity
that flls the space between marketing updates are ques-
tionable or unconvincing reinforcements of why people are
compelled to connect in
the frst place. The miss-
ing value of why people
should stay connected
creates a void that only
expands with every day
that passes.
While brands engage with
customers in social net-
works, customers walk away
with an experience that is the ul-
timate judgment of value. Here
we are presented with an in-
credible opportunity to strength-
en customers ties.
Were given a well of insight to
put into action. Were presented with a stage to show brand
empathy and earn relevance through our actions and words.
Are we embracing the opportunities before us or in the end,
does our investment equate to traditional marketing in a new
interactive design?
The reality is that a signifcant percent of businesses run
social media from the marketing department. According to
my Altimeter colleague Jeremiah Owyang, almost 50% of
brands he surveyed house social media in marketing. An-
other 30-40% place social in corporate communications.
In these cases, social media is relegated to just that, a func-
tion of marketing. Any other corporate approaches to social
media are most likely siloed within other business units and
as a result, the customer is not offered a holistic brand ex-
perience.
New media channels represent a new highway for driving
messages and brand stories to desired audiences. But what
many fail to realize is that the social consumer represents an
intelligent audience with an audience of audiences.
They are in control of their experiences and while they may
connect with their favorite brands in their network of choice
today, without providing value or a constructive engage-
ment, attention spans will wander. Much like banner blind-
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June 22. 2011 rom Brian Solis
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ness in digital advertising, individuals will eventually tune-
out their favorite brands that fail to demonstrate relevance in
their social stream.
Whats worse is that eventually they may take the unfortu-
nate action of an unfollow or unlike as they realize that they
are in control of curating the quality of their stream. With one
click, they will bid farewell to the brands, even those they
love, if they dont introduce value. This is a harsh reality that
Andrew Blakeley recently attempted to spotlight. Of the 40
brands he followed on Facebook, only one gave him a rea-
son why he should.
The question is, do you know what your customers want
from you? Its an important question to ask. If youre not
contributing to the value of these digital societies, you may
unintentionally take away from it.
With all of the excitement around creating a social business,
we can only beneft from knowing how to improve the experi-
ences of existing and prospective customers. Otherwise we
may be talking more than we really are listening.
It starts with knowing the "why." Why would a customer
Like or Follow your brand today and tomorrow? This "why"
should be front and center of all that you do taking into ac-
count that customers may expect different approaches from
you. Some may need customer service.
Others are looking for promotions and deals. Certain indi-
viduals prefer access to exclusive content or information.
Many are looking for insight, leadership or occasional en-
tertainment.
Whatever the reasons are, its time to know what your
customers want and design social programming around a
meaningful engagement. Think about it. Whats the value or
the return of showing customers that youre listening, that
you care?
While each network boasts a unique culture, your organiza-
tion too is home to a distinct culture that defnes the brand.
The corporate culture should adapt to coalesce with the way
of life in each network. Business units should work together
under a common goal of earning customer satisfaction, en-
gagement, and loyalty. This is about earning relevance. This
is about demonstrating why someone should connect with
you not just today, but every day.
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This is not about engagement, but being engaging! In the
process, youll fnd that becoming a social business is a
function of design, collaboration, and reinforcement, but ul-
timately its a measure of how customers view your brand
within these digital societies.
Smartphones, the most powerful data-collection
tools ever created, dont just tell brands what con-
sumers want but where consumers are. Some-
times they even tell brands what consumers are
doing at different times of the day.
Location, activity and time are a powerful combination, how-
ever, many companies, in a rush to seize a toehold in the
exploding mobile market, mistakenly focus on the technol-
ogy instead of the people using it.
Their messages lack relevancy and consumers flter them
out the mobile equivalent of telemarketing. To be relevant to
consumers, and to slip past the flter, companies must shift
their approach to mobile marketing.
Consumers no longer passively participate in campaigns.
Instead, they respond in real time, infuencing both the
scope and direction of promotions. Its a two-way conversa-
tion. Its not enough to release a sparkly new mobile app.
Innovative applications are important, of course, but brands
have to do more.
Brands have to motivate people to act by designing cam-
paigns as dynamic and fexible as the mobile market, which
now includes search, social, video, music, gaming, pay-
June 1. 2011 rom Mashable
4 Rules of Engagement for
Mobile Marketing
UFFFCNI MEDl/ ]
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ments, retail transactions, location-based services and aug-
mented reality.
Brands need a deep understanding of how mobile apps can
drive views, downloads and checkins, and how to schedule
specifc calls-to-action around release dates, product trials
and related campaigns, both on and offine.
Brands need real-time information monitoring from mobile
apps and social media to get a broad perspective. They also
need to zoom down to ground level, tailoring the user experi-
ence on an individual level.
Further, brands must build these new mobile capabilities
atop a solid strategic foundation. Rather than developing a
series of one-offs, brands should consider how their mobile
applications integrate with the mobile web.
With all this in mind, here are four cardinal rules to consider.
1. Send Useful Signals, Not Meaningless Static
According to Gartner, the mobile advertising market is ex-
pected to double to $3.3 billion in 2011 and swell to $20.6
billion by 2015. Yet many of these mobile ads will never be
seen. Bombarded by emails, Facebook status updates and
tweets, consumers are overwhelmed by noise.
This dynamic isnt going to change. A wise brand strategy,
then, swims within the current instead of against it, present-
ing itself as a useful component of the fltering process.
Mobile isnt a channel for disruption. For example, if youre a
brand targeting dieters or health-conscious consumers, de-
velop an app to flter the latest research on super foods or
the latest cancer discoveries.
2. Create Two-Way Conversations to Build Brand Value
From a messaging standpoint, the great novelty and power
of a mobile device is context: A mobile phone is the only con-
sumer appliance that knows where it is at all times.
Companies can unlock that power by sending hyper-target-
ed messages based on narrow windows of opportunity or
location. But the process shouldnt end there.
Brands and their agency partners need to know how to get
consumers to talk back, to register their preferences in low-
key, frictionless ways.
Multi-billion-dollar companies have been built atop algo-
rithms tied to small clickable buttons - think about the
"Like" button on Facebook, or the "Was this review helpful to
you?" button on Amazon.
For Amazon, simply adding that question to each product
page brought in $2.7 billion of additional yearly revenue.
When people see that their input actually does have some
effect, they appreciate it and come back. The more they reg-
ister their preferences, the more trust brands will build.
3. Socialize the Content & Campaign With Conversation
As social networks have be-
come seamlessly integrated into
the rituals of daily life, its not
surprising to see that the social
network market has become
saturated.
Overall growth is slowing. In
2010, 134.6 million people
used social networks across
any technology platform each
month, and in 2011, that num-
ber will rise by a little more than
3%, according to eMarketer. But
consider that social networking
is now the fastest-growing mobile activity.
Brands need to take this shift into account as consumers get
in the habit of checking Facebook on the run and ignoring
brands that dont respect the coin of the Facebook realm:
direct interaction.
Facebook is a tool for conversations. Ad campaigns are
conversations too. This is a nice coincidence and a useful
one to any brand that knows how to effectively integrate the
sometimes chaotic feedback that comes streaming in from
this new class of smartphone-liberated consumers, jabbing
at their phones in stores, schools, trains and homes.
4. Understand and Apply Usage Data
By combining three types of mobile data - location, activity
and time - its now possible for marketers to assemble a
subtle and detailed picture of consumer behavior, one that
also takes into account the shifting personas of consumers.
A mom, for instance, is a different person at 7 a.m. when
shes getting the kids ready for school, than she is at 9:00
a.m. when she gets to the offce.
Can a savvy marketer shift her message to stay relevant to
that mom within a few hours? Relevancy is both the chal-
lenge and the opportunity of the revolutionary data-collec-
tion capabilities of smartphones.
UFFFCNI MEDl/ ]
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allows us to see our over-
all performance as a social
brand."
Rhoads says that Intels
investment in EA has ex-
panded their larger social
community, but feels that
the biggest advantage to jumping into the new platform
may have been internal. "We saw an opportunity, quickly
ascertained any potential risks and started managing our
account," he said.
"Far too often brands and frms get set in their ways, here
was an opportunity to "lead by doing" . not hold 10 strat-
egy meetings, but get out there, roll-up your sleeves and do
some real-time engagement marketing . and have some
fun along the way."
Audi
When I asked Duleepa Wijayawardhana (a.k.a.
"Dups"), co-founder and CEO of the self-described
"social media exchange" Empire Avenue (EA), if
he wanted to be the next Gordon Gekko, he re-
plied, "We want to be bigger than Gordon Gekko."
He might just get there thanks to the growing trend
of ranking a persons social media capital as well
as thousands of new "investors."
Massive brands like Intel, Audi, Microsoft, Ford Motor Com-
pany, Toyota and AT&T have also invested in EA and are
quickly rising up EAs business leaderboard. The real-life
success of a company seems to directly correspond with
EAs scoring algorithm.
The Fortune 500 ranks public companies by the most af-
ter-tax revenue for the year, but how does EA determine its
scoring? "We really look at the following: Activity (how much
and what you do), audience (whos listening) and engage-
ment/interaction (how are peo-
ple engaging you)," Dups said.
"So if you can break down any
network in that way, you can
fgure out what we listen to."
We spoke to some top brands
and power users to fgure out
what all the fuss is about.
Intel
Why are so many brands deciding to invest their time in
EA? "We saw a social property that was about to tip and a
new opportunity to engage customers in non-traditional and
unique ways," said Intels global strategist, Bryan Rhoads.
"The algorithms behind the game mechanics are impressive
as well. Its not a simple popularity contest as it looks at
your aggregate social equity and capital. Beyond engage-
ment and investing back into the EA community, the scoring
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The trend for brands on EA is to invest in community devel-
opment, rather than selling stock and excelling at the gam-
ing aspect of the social network. Instead of worrying about
their EA network score, their primary goal is to establish
new relationships and make their investors feel good about
themselves.
Audis senior social media manager, Andrew White, adheres
to these principles on EA., "Audi invests, Audi does not sell.
We are on Empire Avenue to build relationships and get be-
hind those who believe in our brand," he said. "If we buy
you, we will never sell."
Like Rhoads at Intel, White saw EA as a unique opportunity
to connect with fans.
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"Games are a proven vehicle for building good brand aware-
ness and brand loyalty, as well," Dups said about brands us-
ing EA as a community-building tool. "Imagine having Audi
buying some shares in you; that will likely make you feel
pretty good . certainly about yourself, but about the brand
too!"
Getting In Early
So if brands arent necessarily going by their EA network
score to judge their return on investment, how do they know
if their time is well spent?
Robert Scoble thinks its too early to say whether brands will
see a major return on their EA investment. "Its something
fun to play around with, but thats all Id be doing right now if
I were a company," Scoble said.
"That said, you could get a lot of PR by playing around with
services in early stages of the game. Everyone remembers
[the companies that were early to] blogging and Twitter. No
one cares about the 3,000th one there."
Intel is seeing results from being an early adopter. "As one
of the frst Fortune 50 brands on EA, we got frst-mover cred-
it," explained Rhoads. "People noticed we were participating
and were able to interact directly through the game with a
very active, pre-existing community.
Its very satisfying to invest in that community and I think
gratifying and perhaps surprising when a brand re-invests
back in you. As far as results are concerned, its hard to tell."
Individual power-user Chris Pirillo said hes seen positive re-
sults based on his time spent using EA: "Ive defnitely seen
engagement pick up across the board, from my YouTube
videos to my tweet stream to my Flickr account to my blogs
and beyond."
While larger companies are always among frst adopters
for new social networking sites because they have more re-
sources and staff, the true test will be if smaller companies
will fock to EA as they have to Facebook and Twitter. Most
companies will likely need harder evidence of return on in-
vestment in order to justify getting into the game.
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3
.
Those in the markeing and agency world are privy to the
buzzwords "paid," "earned" and owned." Traditionally, they
stand for the different types of media and can be easily bro-
ken down like this:
Paid: Buying a 30-second Super Bowl spot
Earned: Coverage on Mashable
Owned: Your companys website
But social media has brought about a change. It not only
affected how agencies themselves function on a day-to-day
basis, but it also altered the defnitions of paid, earned and
owned media and blurred the lines between them.
Now, the challenge that agencies face is fguring out how to
integrate all three forms of media for maximum effect. What
follows is a breakdown of what the terms mean, how differ-
ent agencies interpret them, who is responsible for synthe-
sizing the three channels and how the agencies measure
success.
The Social Challenge
The conversations on Twitter and Facebook never stop -
its 24/7/365. A brand cant buy an ad and then call it quits
- it has to continue the conversation, engage consumers
and really earn that earned media.
"Why would a TV spot end and there be no URL or Face-
book Page?" asks Curtis Hougland, founder and CEO of
Attention. "We dont want any dead ends - the conversa-
tion should be ongoing and cross-platform." Indeed, blast-
ing consumers with banner ads and product placement isnt
enough.
With social media, marketing has become more of a pull
medium than a push - the audience is active and engaged,
transforming marketing into a two-way street. Its been a
curveball for the industry, and agencies have had to restruc-
ture and rethink their approach to media to account for the
impact of social media.
Paid, earned and owned - as terms - dont mean as
much. Grant Owens, an account planning VP at Razorfsh,
often fnds himself "frustrated by the rigidity of the buckets."
To explain why, he looks at a branded YouTube channel and
explains why it could be classifed as any of the three buck-
ets:
Paid. It can cost ~$100,000 a year to manage.
Owned. Its an exclusively owned URL (much like a web-
site) and the brand has complete control of what is posted.
Earned. Its "squarely social." A YouTube channel will suc-
ceed only if consumers watch and share the videos they
see. A brand needs to earn those eyeballs with creative
execution of content.
And even a Facebook Page, which is free and "owned,"
costs a pretty penny when you consider the fees of hiring an
agency and social media specialist to manage the Page and
produce content.
"To some extent, everything thats done by a media agency
is paid media," says Andrea Wolinetz, director of social me-
dia at PHD. "Whether its managing a Facebook Page or
blogger outreach, people get paid for that work, so it always
starts from a place of paid media."
And at the end of the day, do consumers care about these
buckets? Do they see the paid, earned and owned lines
drawn when theyre watching a commercial or tweeting
about their favorite brand? No.
"Consumers dont draw those lines, we do," says Owens.
The Increasing Importance of Earned Media
So, the goal of the modern agency is to connect the dots
and integrate all media for maximum results. Of the three
buckets, the holy grail is earned media. Earned media can
be most easily described as the result of paid and media -
you buy a Super Bowl ad (paid) or you run a promotion on
your brands Facebook Page (owned), and then and then
people in the media talk about it (earned) and the Twitter-
verse erupts into conversation about that topic.
You may shell out big bucks to fash an ad before a consum-
How Social Media
ls Changing
Paid, Earned &
Owned Media
June 23. 2011 rom Mashable
UFFFCNI MEDl/ ]
UFFFCNI MEDl/
er, but you cant force them to buy anything or tweet about it
- you have to earn that consumers dollars and tweets, you
have to engage and empower him to become your evange-
list, says Sean Corcoran, an analyst at Forrester.
"Earned often requires a paid spark," says Owens. "We have
empirical evidence that a kick-start from paid media is often
the difference between a cultural juggernaut and complete
silence."
Wolinetz agrees, saying that earned media is the buzz, and
its more of an effect than a cause. "Its what becomes of any
fre that we start in a space," whether its from paid media
or not.
Earned media is what you get when you foster such a con-
nection with someone that hes impelled to write a Yelp
review, a blog post, a comment or a tweet, sharing their
thoughts on your brand with their social network. The nice
thing about earned media, too, is that it provides more in-
sights and is much more measurable than it was before so-
cial media went mainstream.
But, "regardless of what type of media it is, you still need to
conceive of its potential as earned media," says Hougland.
"You need to conceive of the distribution of the content at
its conception and then flter everything through its earned
potential." This is especially important, he says, when you
consider that all content - whether its text, a video or a
microsite - will be "reduced to a link" for social spheres.
There were 500 billion word-of-mouth impressions made by
Americans online in 2009, according to Forrester. Such vol-
umes of word-of-mouth marketing can spread awareness of
a product incredibly quickly, and its why earned media has
become so important to a marketing campaign.
How Paid, Earned and Owned Play Together
So, is any form of media more valuable than the others?
While weve already discussed that earned media is becom-
ing ever more crucial - you want people to become evan-
gelists and talk about your products of their own volition.
Then again, its hard to get those eyeballs without making
a big impression for which you have to pay big bucks. Woli-
netz says that whether one is more important than the oth-
ers comes down to what youre trying to accomplish.
"We want to understand how these three media work to-
gether for a goal, whether thats an action, or a purchase or
more conversation," she says.
In addition to the big three, the planners at Horizon Media
also take into consideration social insights (also called so-
cial intelligence). Taylor Valentine, Horizons VP of social
media and relationship marketing, says "You dont really be-
gin to understand the impact that [paid, earned and owned]
are having on each other" unless you look at the numbers
and analyze the data to see where traffc is coming from and
what is spurring engagement.
The raw numbers - say, 746 "likes" and 593 comments in
a week on a Facebook Page - dont provide much insight,
but digging into the numbers and fguring out what people
responded to will help a brand optimize all forms of media,
thereby enabling the brand to create the deepest and most
meaningful relationships with consumers.
The important thing to remember is that social media is not a
vertical, like advertising or PR - "Its a horizontal layer that
wants to touch every part of your business, from customer
service to customer acquisition to customer retention," says
Hougland. He and Owens agree that there cant be silos
anymore - the teams at the agency must play well together
to come up with an idea that can dip into all forms of media.
Attentions Barbie and Ken campaign is a great example of
an integrated approach. It started with a simple idea: How
can Barbie and Ken get back together? And it worked very
well across all forms of media and even dipped into "shared
media" with the Match.com video, since both Mattel and
Match benefted from the earned media generated by the
clip.
Measuring the Value of Media
A media agency is driven by an objective - it needs to com-
pel consumers to do something, whether its paying atten-
tion to a new product, buying something or going to a store.
Just because the medium is Twitter instead of TV doesnt
mean much - media is media. Whats become most impor-
tant to the agency is how successful the campaign was at
accomplishing the goals.
"At this point in social media, we pretty much have metrics
along the entire purchase pathway," Wolinetz says. "We
know the amount of eyeballs that something hits and how
far it spreads."
Whether its better to get X million hits on one post of earned
media on Perez Hilton or the same number of impressions
spread over 25 different sites comes down to the campaign.
"Depending on your objective, one would be more important
than the other," says Wolenitz.
Hougland adds that were getting to the point where there
are different performance metrics for each point along the
marketing funnel. You can determine your effectiveness at
achieving a goal, whether its brand health, brand aware-
ness, brand preference or intent to buy, says Valentine. Ow-
ens puts it bluntly: Did we drive more leads and sell more
cars? Did more people book hotel rooms? Do people have a
better perception of the brand?
As more consumers get on board with social media, gener-
ating earned media through social shares will become an
even higher priority. And that means paid and owned media
- and the teams that manage each - will need to work
together even more seamlessly. The barriers of the silos are
broken, and theyre only going to crumble more.
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uPlR0N1 MLUlA
31A Kreta Aver Road, 3ineapore 088998
1runkline: 6225 7655
1horsten Nolte, CL0
3amir Ahmed, Philippines Countrv ead
visit us at www.uPlR0N1MLUlA.asia
June 28. 2011 rom Mashable
Here is a great way to integrate an online shopping experience into peoples
offine world. Tesco, in the Korean market, wanted to become the No. 1 retailer
without increasing the number of their stores. Knowing that the Koreans are the
2nd most hard-working country in the world and where grocery shopping once
a week is a dreaded task. Tesco decided to bring life-like shopping to subway
stations to make it more convenient for people to shop.
The virtual stores blend a mobile based shopping experience into peoples
everyday lives. The virtual store displays looked exactly the same as actual
stores. Only one thing was different, you use smart phones to shop. Users sim-
ply scanned a QR code with their phone, and the product automatically lands in
their online shopping cart. When the online purchase is complete the products
will be delivered to the customers door the same day.
Following this campaign, on-
line sales increased dramati-
cally (Nov 2010 to Jan 2011).
Through this campaign,
10,287 consumers visited the
online Tesco (Homeplus) mall
using smartphones. The num-
ber of new registered mem-
bers rose by 76%, and on-line
sales increased 130%. Cur-
rently, Homeplus has become
No.1 in online market and is
a very close 2nd offine. This
campaign was the work of
Cheil in Seoul, Korea.
June 25. 2011 rom DigitalBuzz
One in fve
divorces are
blamed on
Facebook. And
69% of parents
are friends with
their children on
social media. Those are just two of the facts in-
cluded in the latest installment of "Social Media
Revolution."
The video is produced by Socialnomics author
Erik Qualman, who has created several similar
videos and has updated them as new data sur-
faces.
The latest video in the series is updated with
data up to June 2011 and contains several in-
teresting highlights:
Lady Gaga, Justin Bieber and Britney Spears
have more Twitter followers than the entire
populations of Sweden, Israel, Greece, Chile,
North Korea and Australia.
Groupon will reach $1 billion in sales faster
than any company in history.
Social gamers will buy $6 billion in virtual
goods by 2013.
Check out the video below
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