Tag

Brand

Browsing

By Todd Giannattasio.

When most people think about a brand marketing strategy, they think about identity. “Who are we as an organization? What should our logo look like? What colors and fonts should we use?”

Those are all important things to nail down so that your brand is consistent when distributing public (and internal) communications. However, those things in and of themselves are not going to help your business grow or get more customers. A more practical brand marketing strategy is to think about how to connect with your target audience and build a relationship with them.

Most marketing and sales companies constantly mention funnels and customer journeys. Heck, I own a company that talks about those things all the time. These are key components to growing your business. But the problem with only focusing on a customer’s “buyer” journey is that they have to be in the process of buying. And depending on where you look, only between 3 to 20 percent of a market is currently in an active buying process. What about those other 80 to 97 percent of people who will eventually become a great customer opportunity?

Why office jargon is making you less productive

You don’t want to just ignore them until it’s too late. Then they’ll be shopping around and comparing you to your competitors. What if you could separate yourself before they started looking around? What if your target audience already knew who you were and that they want to buy from you before they enter that buyer journey?

That would put you on the fast track in that sales funnel and make your customer acquisition seamless. That’s what a practical brand marketing strategy can do for you.

Learn how to create the ideal startup funnel 

Build those relationships before your customers need you and before a trigger event takes place. Then when that problem occurs, instead of going out on a lengthy buyer journey, they already know you as the “go to” for what they need. Not only are you growing your business more efficiently, but you’re preemptively creating a better experience for your customers. Now they don’t need to waste as much time shopping around or trying to figure out what they need or where to get it.

Inside a Practical Brand Marketing Strategy

In a typical marketing strategy, you would start with what kind of problems to solve for your target audience, and build around while they are discovering their options and making their purchasing decisions.

With a brand marketing strategy, you’re working prior to that interaction. It’s important to know your customer’s daily routine, what they’re up to, what they want to be up to, where they are, what they’re talking about. This research helps you to understand the problems you need to solve. So you need to get out there and connect with them based on who they are and their lifestyle. Here are some brand marketing examples:

Target Audience Their Daily Life, Emotions, Needs, Interests Your Messaging and Content
New moms Chaotic. Stressed. Scared. How new moms can calm the chaos and have a stress-free day
Entrepreneurs with a growing business  Busy. Seemingly unproductive and inefficient. They want more out of their employees. They want more customers, higher profitability, and a smoother run organization. Ways successful entrepreneurs can get more organized, be productive, and increase profits

See how you can connect with your target audience on levels unrelated to your specific product? When you create your messaging and content to resonate with your target audience so that you get their attention and get them to engage with you, you will begin building a relationship with your audience that will make “selling” seamless when the time comes.

Use can use this type of content (by publishing blog posts on your website) to rank on Google and get shared on social media within your target audience’s communities, and in time you will win the brand marketing game.

Have you ever heard the saying, “Dig your well before you’re thirsty?” This strategy is how you will get found by the people that you want finding you. This is how you will build a relationship with your customers before you need it.

Get Started With Your Strategy Now

Take out a piece of paper or open a new document. Set up the table from above with a column for who your target audience is, what their life is like, and content ideas. Now fill in those boxes and you’ll have a nice list of ideas that would get their attention and add some value to their life.

By Todd Giannattasio.

Founder of Tresnic Media, helping brands build their online audience and drive sales.

Sourced from TECH.CO

By

witter’s co-founder and chief executive Jack Dorsey said he plans to “double down” on adtech investment, saying the company has learned lessons from past mistakes that could see it pivot towards forging partnerships with third parties rather than acquiring or building its own offering.

“Advertising is our business and technology is how we manifest that,” said Dorsey at the Cannes Lions festival today (21 June.) “We’re definitely not out of the adtech investment phase. We’re doubling down. Especially with the hire of Bruce [Falck]. He’s taken right to it.”

After an exhaustive search, Bruce Falck joined the company earlier this year as general manager of revenue product, reporting directly to Dorsey (previously he was the chief executive of adtech outfit Turn). That hire was very much seen as a push by Twitter to bring a advertisers a more targeted and measurable offering as well as stand up against the Google and Facebook, which control in excess of 70% of the market.

Falck joined having spent much of his career working for adtech businesses. Prior to his tenure at Turn, he served as chief operating officer at video ad company BrightRoll and developed display advertising products at Google.

According to reports, not confirmed by Twitter, it has since been reconsidering several of its advertising products, including the direct response business, parts of the Promoted Tweets product, and TellApart, the digital ad platform it acquired in 2015.

Speaking on what has went wrong in the past on the advertising side, Dorsey said that it simply “didn’t always prioritize [it] in the right way.”

We acquired companies or platforms and didn’t give them the options that they needed or tie it together with everything else that we’re doing,” he said. “And that doesn’t set up the acquisition for success. So, we’re [now] being really deliberate in what we look at and why.”

He went on to say that moving forward it would look to “buy versus build” its adtech offering, although he did add that it may also look to pursue this strategy by partnering with third-party tie-ups.

“We’ve tended to build a lot in the company. When we started it was before there was a public cloud that we could use and that set the DNA of the company. But we need to change that mindset. We don’t need to build everything, but we also don’t need to acquire everything. We can go through third parties and just really focus on what our strengths are,” he said.

Rebuilding from the inside out

At the beginning of the year, Twitter set about on a rebuild of the company to “get back to basics” and redefine itself around one core mission – being “the best and fastest place to see what’s happening in the world and what people are talking about.”

In a three-pronged attack, it set about re-establishing its execution of the product (“we needed a lot more discipline”), better marketing to “tell the story of what Twitter is” and focusing “our energy on our strengths” on the users already had, rather than trying to attract more.

During this reset phase, it was forced to layoff nearly a tenth of its global workforce – around 350 people – which Dorsey said was one of his darkest periods at the company.

“It was heartbreaking,” he explained. “I remember the night before, I hand wrote thank you cards to everyone we were letting go. I was up until 2am although, unfortunately, there was mishap with mailing and we couldn’t get them to everyone on time. But it was really the toughest thing. It’s still so painful to think about and I wasn’t expecting to do anything like that in my life.”

However, he said it’s now seeing results from the changes. Twitter surprised analysts with a strong performance for the first quarter for the year, seeing a spike in both user growth and earning.

“It now gives us breathing room to take bigger steps and do some non-linear things,” he hinted. “We want to bring a whole lot more creativity back into the organization and more playfulness with what we’re focused on. I’m really excited about this year.”

For more news from Cannes Lions follow the dedicated news stream on The Drum website

Feature Image: Jack Dorsey, Twitter co-founder and chief executive, was speaking at Cannes Lions 2017

By

Jen Faull is deputy news editor at The Drum with a remit to cover the latest developments in the retail and FMCG sectors. Based in London, she has interviewed major business figures including top marketers from Mondelez, Unilever, Tesco, and Lidl.

Sourced from THE DRUM

By

A hot-tempered CEO. A sexual harassment lawsuit. A federal investigation. A political controversy followed by a viral campaign to boycott the company.

Even Uber admits it has a brand voice problem. Uber general manager and head of cities Fred Jones noted that the company “never really had a brand voice in terms of what we stand for and what we believe in,” according to Marketing Week. Honing in on that brand voice and communicating it to users is a top priority this year, Jones notes.

It’s not a new goal for the company. In 2015, Uber CEO and cofounder Travis Kalanick underscored the company’s need to do a better job at telling its brand story, Marketing Week notes. In 2016, a graphic rebrand was supposed to “change not only how (Uber) is perceived throughout the world, but how it perceives itself,” according to Wired.

Yet despite these attempts, Uber’s brand story remains elusive. Yes, Uber has achieved dominance in the ride-share industry, but its meteoric rise and laser-like focus on expansion and profit may have come at a cost. If the only story your brand can tell is “we’re cheaper than the competition,” it may not be enough to keep your consumers loyal, especially as the scandals continue to grow.

Uber’s storytelling troubles foreshadow long-term problems. If the company can’t define what it stands for or the story it wants to convey, how can it connect with consumers? And as the #DeleteUber debacle proved, it’s all too easy for consumers to jump ship when they realize a brand’s values are bankrupt.

How Crises Impact Storytelling

Despite a brand’s best efforts, PR crises happen. An adept response can mitigate the damage, but a poor response can make the situation far worse.

Brands that have honed their storytelling ability have an advantage in this arena. For one, brands that have a long history of living and sharing their values through content may be better able to explain a snafu as a one-off event, especially if they show appropriate contrition and a willingness to fix the problem.

A very damaging crisis, however, may require rethinking an entire brand. Again, brands with a content focus have the advantage here with their ability to adapt messaging quickly to the current environment. Crises demand that brands evolve; strong storytelling can reflect that positive evolution. In the wake of a crisis, a brand’s content strategy needs to alleviate the damage while also signaling that the brand has rectified the situation moving forward.

BP’s response to the Deepwater Horizon oil spill in 2010 marks one example of shifting content strategy following a major incident. After the disaster, BP built messaging around accountability and learning from mistakes, as the Content Standard has noted previously. By 2016, the pitch had shifted, focusing on how gas and petroleum products are useful and relevant in our everyday lives. While the new campaign doesn’t reference the oil spill directly, it does offer a prime example of how brands evolve in response to crises. It’s not hard to imagine that BP’s softer, more emotional tone comes out of a desire to leave the incident behind while distinguishing itself from competitors.

Uber now finds itself in desperate need of a similar branding overhaul. Increasingly, the company’s perceived lack of empathy is threatening its bottom line. Over 200,000 users deleted the app following public outcry over Kalanick’s participation on President Trump’s economic advisory board, according to the New York Times. The #DeleteUber campaign eventually forced Kalanick to step down from the council.

Many times, brands can lean on leadership to serve as brand ambassadors. In Uber’s case, this approach has been a liability. After Uber CEO Kalanick was caught on camera lashing out at a driver, he issued a statement essentially admitting his immaturity (Kalanick is 40).

“To say that I am ashamed is an extreme understatement,” Kalanick wrote. “It’s clear this video is a reflection of me…. I must fundamentally change as a leader and grow up. This is the first time I’ve been willing to admit that I need leadership help and I intend to get it.”

When your brand story pivots to your CEO needing to grow up, you may have a problem.

Taken together, these incidents weave their own damaging narrative: That of a callous company, too focused on profits, too dismissive of the people that ultimately drive the business. That oversight has opened the door for competitors, like Lyft, to tell a more compelling story.

Lyft brand storytelling

Image attribution: Lyft

Uber vs. Lyft: A Tale of Two Brand Stories

As far as market share goes, Uber dominates competitor Lyft. Nonetheless, underdog Lyft appears to be positioning itself as a more palatable alternative to Uber via its brand storytelling efforts. On the surface, the companies aren’t that different: Both are privately held and do not offer benefits to its drivers. Their brands, however, tell very different stories: Lyft deliberately seeks to position itself as the socially conscious alternative in the ride-sharing space.

“There’s more of a story to tell about a company that puts people first, a company that focuses a lot on experience and making sure we demonstrate how we treat drivers and passengers really well,” Lyft CMO Melissa Waters told the Wall Street Journal.

While Uber floundered amid the #DeleteUber scandal, Lyft promoted “Round Up and Donate,” a program that allows riders to contribute to partner charities by rounding up their fare to the closest dollar. The more Lyft can show off its values, the more it can siphon socially aware customers from Uber.

If Uber had cultivated a similar story, would it now be better able to withstand the storm of bad PR? And if the company better understood its own values, would its leadership be more compelled to behave in accordance with those values?

Maybe Uber’s self-inflicted wounds were inevitable. Maybe not. What is clear is that the scandals make Uber appear soulless at a time when consumers are keenly attuned to brands that share their values—and the company continues to struggle to communicate what it stands for. In time, these snowballing problems could erode consumer and investor trust and seriously damage the company’s prospects.

For marketers, the Uber example serves as a cautionary tale. Ignore brand values—and how you articulate them—at your peril.

By

Krystal Overmyer is a socially-savvy writer and editor who is passionate about telling stories. In the past few years, Krystal has written about higher education, the new french bakery in town, online dating, labor market trends and tourism. The subjects may be diverse, but Krystal feels her role as a writer stays the same despite the topic: She tells the story and makes it matter. Her goal is to make the words sing, so that main messages are clear and accessible to readers.

Sourced from Skyword

By .

YouTube has made changes to “address advertiser concerns” around ad placement clarifying its rules on hate speech.

Speaking via a blog post, YouTube said it would not allow adverts to appear alongside “hateful” or discriminatory content. However, some vloggers have complained the rules are too strict and will affect their income.

The announcement clarifies the kind of content that will not earn money on YouTube describing “hateful” content as any video that promotes discrimination or “disparages or humiliates” people on the basis of their race, ethnicity, nationality, religion, disability, age, veteran status, sexual orientation, gender identity, or “other characteristic associated with systemic discrimination”.

Advertising will also not be placed next to videos using “gratuitously disrespectful language that shames or insults an individual or group.”

Videos deemed to not be “advertiser-friendly” could remain on the video sharing website as long as they don’t fall foul of the new guidelines which also advise users to refrain from making “inappropriate” parody videos.

According to reports, users have criticised the move with one – Captain Source – telling the BBC that the algorithm used to determine “advertiser-friendly” content was far from perfect.

“Context around many words is incredibly important and needs to be addressed,” they said.

Others also pointed out that mainstream news networks posted inflammatory debates that could fall under “incendiary and demeaning”, and that music videos often push the boundaries of sexually-explicit content but still carry ads. “Why punish the little guy, but not the big networks?” asked user Eugenia Loli. “This is a double standard.”

Back in August, some YouTubers had complained that their videos had been flagged as “not advertiser-friendly” so were no longer earning ad revenue.

YouTube parent company Google has been dealing with many ad misplacement issues over the last six months with Havas Group making headlines back in March, pulling its clients ads from YouTube and Google over brand safety fears.

By

Sourced from TheDrum

By

Gemma McGrattan of brand engagement agency Synergy Creative explains to The Drum Network why it’s time for large employers to treat employee comms with the same level of care and attention spent on marketing to customers…

Synergy refers to itself as a ‘brand engagement agency’ – what does that mean exactly?

We celebrated Synergy’s 10th anniversary last year, but we found our niche as an agency relatively early on. After a couple of years, we started focusing our expertise and our offering around internal communications and employee engagement. We began working on a lot of employee comms projects: rewards and recognition schemes , induction programmes, that sort of thing, usually based around HR-related comms. Over the years, that has developed into a real specialism for Synergy.

Our clients for this sort of service are typically organisations with 5000+ staff, operating a distributed network of outlets, such as Labrokes, Argos, ODEON Cinemas Group across Europe and various utlility companies, which tend to have lots of small teams and individuals working out in the field for the majority of the time.

What problems are large employers typically trying to address when they engage Synergy?

For that scale of organisation, it can become difficult to keep a large, fragmented, remote workforce fully engaged and up-to-date with the latest information from the company. We specialise in supporting those comms needs, supporting employees on their journey ‘from hire to retire’!

Ultimately, it’s about valuing your employees, encouraging them, motivating them, inspiring them. From a hard-nosed business point of view, there’s clear evidence that employee engagement can have a positive effective on productivity and profitability – Dale Carnegie research found companies with engaged employees outperform those without by 202%. In 2017, more and more organisations are beginning to regard employee engagement as an ongoing strategic initiative, rather than a short-term tactical project.

How has the market changed in the time that Synergy has been focused on internal comms?

These days, it’s common to see job titles such as ‘Head of Internal Communications, ‘Engagement Manager’ or ‘Employer Brand Manager’. In the majority of instances, those jobs didn’t exist a few years ago. That’s significant as it indicates that employee engagement is being taken very seriously at board level now, which is a big change.

Also, various technology platforms have emerged, such as Yammer, Slack and Facebook Workplace, that make it easier than ever before to create an employee network without having to build your own secure platform from scratch. Big brands are now happy to make use of these secure third party platforms in a way they would have been unsure about a few years ago.

The biggest change is the increased recognition that the brand has value, not only to customers, but also to employees. Employers should treat employees as well as they would customers by giving them the opportunity to be listened to, collaborate and shape things within the business. We’re all more sophisticated now. Today, we expect a heightened level of interaction with a brand as consumers, so why wouldn’t we want that sort of two-way dialogue as employees? All the big brands are talking about ‘employee advocacy’, recognising the importance for would-be candidates to hear perspectives from existing employees via their own social networks. The idea here is that a peer recommendation is more powerful than messaging coming directly from the brand.

Who is doing this well at the moment?

A lot of this depends on the brand itself and how brave and forward thinking it is.

Odeon Cinemas Group in Europe has thrown itself whole-heartedly into improving guest experience and employee experience. As a result, they’ve grown hugely in the last two years and had a very successful sale to an American company. That’s a strong case study of the links between employee engagement and hard commercial success.

Virgin Rail has also been very innovative in this area. They recently moved their employee comms to Yammer and are beginning to analyse employee demographics in the same way as customer demographics to inform and shape employee needs.

There are good examples across the board, but the key is that you need to be brave enough to truly embrace it and facilitate the dialogue rather than every item of employee comms having to go through a 50-step approval process, which isn’t going to work.

What tips can you offer large organisations currently reviewing their employee engagement strategy?

Firstly, really understand your people. We think nothing of investing huge sums investigating our customers’ preferences but invest practically nothing in understanding our employees as a collection of internal audiences. You need evidence to get under the skin of that and treat your employer brand with the same kind of care as your consumer-facing brand.

Secondly, whenever you launch an initiative that requires the commitment of your employees to successfully deliver it, you have to be crystal clear about why the initiative is happening in the first place. Make the link meaningful to your people and help them to understand what the business stands for and where you are heading as a business. When employees fundamentally ‘get it’, they are on board all the way.

Thirdly, involve your people, don’t try to simply ‘run’ it. Become a facilitator and curator of the internal conversation rather than a leader or controller of it. It takes time for people to become comfortable on the chosen platform, but the more a workforce knows about each other, with plenty of opportunity to contribute, get involved and make a real difference, the better the chance of a high-performance culture.

And finally, continually reinforce your commitment to the value of internal comms and the employer brand. It can’t be a one hit wonder. The real effort, and success, is in maintaining the momentum.

By

Michael Feeley is The Drum Network’s consultant journalist, advising and assisting member agencies on their editorial submissions and contributions to The Drum.

Sourced from The Drum

By Simon Endres.

Typography is the most effective and meaningful vehicle for your brand personality.

Typography surrounds us at all times, on all mediums. We see type used on websites, physical products, digital, print and television ads, magazines and on every book cover. The use of type is so pervasive that it ends up becoming invisible to most people. After all, very few people go around saying, “Wow, that’s a nice typeface!”

That being said, typography can communicate a lot of ambient information in an immediate and emotional way. Readers will respond to the size, the different shapes, weight and color of the type as well as bringing their own cultural references to bear before they actually read the words. By using the right typeface, a startup can create a strong emotional impression that, combined with effective messaging, can lead to more successful brand communication.

For example, when Red Antler was considering a typographic approach for Allbirds, a brand that uses premium natural materials to make comfortable and stylish shoes, we needed to find a typeface that would be a counterbalance to the looser script style of the logo. While the logo communicates a curious sense of ease and movement, we wanted the rest of the type to feel very modern and dynamic. In contrast with the logo, which summarily skips along, the headlines feel very bold and direct, connoting a sense of confidence and a no-nonsense attitude.

When thinking about typography as you build a product or site for your startup, you want to think through several key things, including what kind of impression you want to make, and make sure that the typography matches the message and purpose of your communications. Typography is the most effective and meaningful vehicle for your brand personality; not only does typography convey your message, it also communicates your personality, brand attributes (is your brand trustworthy, playful, serious) and your tone of voice.

Below are seven specific things to think about as you explore the world of typography for your startup or business:

1. Understand the value.

Typography is an essential element of your overall brand identity toolkit. Along with your logo and colors, type is one of the core elements that make up your brand identity. While photography and illustration are important to help visualize your offering, no other tool is as immediate, flexible or readily available to you as your typefaces.

Related: 13 Fun Facts That Will Make Your ‘About Me’ a Lot Less Boring

2. Create a distinct and recognizable typographic image with your logo.

While a logo can’t communicate everything about your business, it can help give your audience cues as to who you are and how you might behave. The right type choice can help position your company in a meaningful way. Are you empathetic and accessible, are you trustworthy and credible, are you unique and one of a kind?

3. Find unique opportunities to embed meaning.

Typography can be truly empowering, as it can enable you to create a distinct set of shapes that are memorable. Typography can also position you differently from your competition.

Red Antler’s recent work with GoodUncle, a new food delivery service that gives people access to crave-worthy food no matter where they live, illustrates exactly that. We created a logo that is pretty weird looking, with a stretched G that also doubles as a U. The dripping goopy G evokes the delicious dripping ingredients that makes your mouth water. In this case, we embraced a more unexpected treatment that really brought to life the personality of the Gooduncle name and their unique offering. The primary intention of creating this was that if we pique curiosity in the typeface, then the overall brand experience will be infinitely more memorable.

Related: How Changing Its Packaging Helped This Company Find Sweet Success

4. Be versatile.

As a startup, there’s a lot to communicate, from headlines on your homepage to the detailed FAQ page. You need a selection of typefaces that can speak in different tones and at different volumes depending on the context. It’s important that your type choices complement each other. Strong, logical type hierarchy allows you to communicate the various layers of messaging. For example, bold display for headlines, clear and credible value props, hardworking with great legibility that works at small sizes in print and digital.

5. Sweat the details.

The amount of space you specify between letters, words and lines can impact the overall perception of the message or content. When we are working with a fashion or beauty brand, for instance, we’ll pay particular attention to the spacing of letters in the logo and headlines often adding a lot more space between letters to evoke a sense of elegance and luxury.

6. Invest in quality.

There are thousands of typefaces, and some are better drawn than others. Be wary of badly constructed typefaces for use as a workhorse typeface that needs to service your many needs. The nuances of weight, height, width, thick and thin strokes as well as how the letters relate to each other are all carefully calibrated by an expert typographer. Chose a “cut” that has good pedigree and a large family that gives you adequate flexibility to communicate through the many layers of your business whether it’s a PowerPoint deck, a subway campaign or your “How It Works” web page.

Related: 4 Steps to Create a Lasting Brand Identity

7. Consider going custom.

A custom typeface is unique to your brand, has the ability to accurately express your tone of voice and brad personality, and if executed well can be as recognizable as your logo. Some challenges do exist, including the need to commit time and budget to enlist an expert typographer to draw the typeface, ensure a tight brief and pick the right partner.

Typography is a powerful tool that, if given the right amount of attention by a founder, can be incredibly valuable as you build your startup brand, and can convey your message and personality in an authentic, understated and effective way.

Image credit: Courtesy of Red Antler   

By Simon Endres

Simon Endres is a co-founder and partner at Red Antler. A New Zealand native, Simon lives in Cobble Hill in Brooklyn, N.Y.

Sourced from Entrepreneur

By

Editor’s note: this is a transcript of a keynote speech that The Drum Promotion Fix columnist Samuel Scott delivered today at 3XE Digital in Dublin, Ireland. This post is a substitution for his next regular column, otherwise scheduled to be published this coming Monday, while Scott is now on vacation. His next column will appear on Monday, June 5.

Thank you for the introduction. This is my first time in Ireland, so it’s great to be here and see the Emerald Isle. I only have 20 minutes here to go through just a small number of the falsehoods that a lot of you probably believe, so let’s dive right in.

Note: this talk is rated 12-A in the UK and Ireland and PG-13 in America. Parental guidance is suggested because there will be some strong language.

If the greatest trick the devil ever pulled was convincing the world he did not exist, then the greatest trick that the sellers of certain marketing software have pulled for the last decade was convincing marketers that advertising is dead.

For years, so-called experts proclaimed the death of advertising and so-called ‘outbound marketing’. In 2004, Jim Nail of Forrester Research said we’re seeing “the end of the era of mass marketing”. In 2009, Bob Garfield of Ad Age wrote that “the post-advertising age is underway”.

For years, we all saw countless articles and pundits saying that advertising is dead or proclaiming that it soon will be. And you know what they were? Completely and utterly wrong.

Yes, print advertising has declined and a few other forms have remained level. But TV advertising has increased – more on that later – and digital advertising has skyrocketed. When you look at total ad spend across all channels, you see that advertising is very much alive. But tell me again that advertising is dead.

By now, in 2017, I hope that everyone here already knows that advertising is far from dead. It’s not even mostly dead. So, why am I introducing this talk with this lie? Because we are hearing similar bullshit today – but on other topics.

For 10 years, companies selling marketing software and people with agendas spread the lie that advertising was dead to sell more software and benefit themselves – even though it was clear to anyone paying attention that they were wrong. And no one ever calls them out on their lies even though anyone selling widgets is always going to say that everything that is not a widget is bad.

I see many similar lies being spread today, so I use my talks as a keynote marketing speaker around the world and my regular column in The Drum to counter them because I care about the work that we do.

Before I worked in marketing, I was a journalist and newspaper editor in my first career. But I still apply the same critical and objective analysis that I used in journalism when I discuss the marketing industry today.

So, let’s go on to the other lies that are continually repeated today.

Seth Godin in 2008: “Content marketing is the only marketing left.” Every person I know who works in brand advertising would beg to differ. Every person I know who works in PR would beg to differ. Every person I know who works in direct response advertising would beg to differ. Seth Godin was wrong.

In 2011, the Hubspot blog published a post that stated: “We honestly believe that outbound marketing is dead.” No, you do not. You honestly believe in spreading the lie that so-called ‘outbound marketing’ is dead because you sell software that you brand as the alternative.

I mean, seriously – could you be any less subtle?

One problem with so-called ‘inbound marketing’ is that most of it is still ‘outbound’ by the very definition of those who use the term. If you publish new blog posts – which are often ads by other names – you are pushing them ‘out’ to search engines. You are pushing them ‘out’ into the world by posting them on social media and in online communities. It’s still ‘outbound’. Website traffic will not magically appear unless you push something ‘out’ in the first place. Marketers ‘interrupting’ consumers is still very much alive and well. Google interrupts search queries with ads. Facebook interrupts our interactions with friends and family members with ads.

But the real problem with so-called ‘inbound marketing’ and ‘content marketing’ is that it’s just a different way to say good, old-fashioned ‘marketing communications’ – but that is harder to sell.

For those who have never studied traditional marketing, we have always had the four Ps of product, price, place and promotion. Under promotion, you have the marketing promotion mix of brand advertising, direct response marketing, public relations, sales promotion, personal selling and, as I argue today, SEO.

On the left, you have a classic direct response advertisement that was made by David Ogilvy. Headline, informative text and graphics, and a call to action. On the right, you have the standard format of a blog post. Headline, informative text and graphics, and a call to action. It’s the same, exact thing.

Now, why is it that we put this in a newspaper and we’re doing ‘direct response advertising’, but if we put this on a company blog, we’re doing ‘content marketing’? The channel and the medium does not determine the creative. The marketing practice does not change simply because the channel changes.

Marketing communications is simply the formation of an idea, the insertion of that idea into a piece of marketing collateral or content, and the transmission of that collateral to an audience. That process occurs within one of the frameworks of the promotion mix. Same as it ever was. It’s all that content marketing is – we don’t need a new term that was conjured up by someone to sell ‘content marketing guides’ and tickets to conferences like what the Content Marketing Institute does.

Almost every example of ‘content marketing’ that I see is just an example of traditional marketing communications.

In 1971, Coca-Cola put out the famous ‘I’d Like to Buy the World a Coke’ ad on TV. In 2015, Coca-Cola redid the spot and put it online. It’s the exact same thing. So why is it that when we put something like this on TV, it’s called ‘advertising’, but when we put it on the internet, it’s called ‘content marketing’ or ‘social media marketing’? Why are digital marketers so afraid of the word ‘advertising’ when we create ads? Oh, yeah – it’s because advertising is supposed to be dead.

I have seen publicity stunts, direct response campaigns, brand advertisements and more all deemed to be ‘content marketing’. And if a word means everything, it means nothing precise or useful because different types of marketing collateral and campaigns have specific best practices and times when to use and not to use them.

And at the worst, it’s just an excuse to flood the internet with useless crap as a way to get as traffic back to a website through any means necessary. Even if it hurts the brand in the long term.

The next lie. For the last 10 years, countless gurus and experts have told us that people want to have relationships with brands on social media. That brands should act like real people and ‘engage’. And all of these gurus and experts told us these things without ever offering any proof or evidence that what they were saying was true.

I’ve got an experiment for you. Go up to your friends – normal people, not anyone who works in marketing – and ask them to look back at their most recent 100 actions on Facebook and Twitter. What percentage will be engagements with brands? It will not be very long.

Another experiment. Go in a grocery store and ask random people if they want to ‘have a relationship’ with any of the brands in their shopping carts. They’ll probably punch you in the face for being a pervert.

Now, let’s look at what the numbers actually say. Take a second and read this data from Forrester Research. In the end, only 0.02% of Coca Cola’s users in the UK – that’s 5,500 people – will “engage” with a given Facebook post. In terms of advertising reach, that’s as effective as Kendall Jenner giving a Pepsi to a police officer in riot gear.

Too soon?

Oreo’s Super Bowl tweet is considered the ‘best’ example of social media marketing to date. Marketing professor and writer Mark Ritson ran similar numbers and found that the tweet reached less than 1% of Oreo’s target market.

The most ambitious attempt at social media marketing was the Pepsi Refresh Project in 2010. Pepsi moved millions of dollars in ad spend from TV to social media. What was the result? A loss of $350m in sales, a decrease of 5% in market share, and a fall to the #3 brand in the United States behind Diet Coke. Diet Coke.

Social media was never going to be about brands engaging with human beings. People want to talk with other people on social media, not brands. But where social media can be effective is as a communications channel over which we can execute campaigns within the promotion mix.

There will be no ‘social media jobs’ in five or 10 years. Advertisers will do advertising over social media. PR people will do media relations and community relations over social media. Customer support people will do customer service over social media. Just like we can do any of these activities over email, the telephone, or TV – and no one ever used the phrase ‘TV marketing’. Social media is just a new set of mediums over which we can do the same old marketing activities.

But in the end it will come down to this. There are 2bn people on social media. What do you think they want marketers to do? To leave them the hell alone. Why do you think so-called ‘dark social media’ is becoming so popular in a world in which adblocking might lead to the death of adtech and martech?

And now for the final lie of the day: ‘television is dead’.

For the past 15 years, we’ve heard predictions that TV will die. A lot of random numbers get thrown around, but what does the real information actually say? Here is some data from my most recent column on The Drum.

For all 18+ adults, people spend the roughly two-thirds of their media use each day on live television and AM/FM radio. Despite the rise of social media networks and streaming television over the past 10 years, the amount of TV viewed on a television set each day has declined in the past decade by a whopping four minutes.

84% of all TV viewing is done live. For every hour of streaming TV that people watch, they watch more than five hours of live TV. Only 15% of households have streaming-only television. 70% of people have cable or satellite TV, and those of them who use streaming options do so as a supplement and not as a replacement.

Now, from advertising to content marketing to social media to TV, why do we make so many bad assumptions and believe so many wrong facts? Simple: we have believed the bullshit that companies selling software and experts with agendas have told us over the past 15 years.

To quote Ad Contrarian Bob Hoffman, “nobody ever got famous predicting that things would pretty much stay the same.” The best way to get attention is to say that everything has changed – and, conveniently, that you have the best solution in response.

Of course, it’s a lie most of the time – marketing communications does not really change that much. A company that sells inbound marketing software is going to tell the world that outbound marketing is dead. A company that sells content marketing courses and tickets to Content Marketing World is going to say that content marketing ‘is the only marketing left’.

So what happens is that these companies put out studies and give conference presentations that always proclaim that something or other has changed – and we believe them even though they rarely offer proof or evidence and are always certainly biased. The studies are almost never scientifically credible when you look at the methodology.

And all of this causes us to have tunnel vision and work in an echo chamber where all of these falsehoods are repeated over and over again. It leads to a ‘false consensus effect‘ throughout our entire industry. It’s why marketers, who should be the most cynical people on the planet after journalists, are surprisingly susceptible to bullshit.

And it leads us to becoming bad marketers because we create bad strategies based on bad assumptions.

Here’s one. We talk about social media all the time. There are entire conferences devoted to it. We’re all probably on social media constantly – and people in this room are probably tweeting comments about our presentations as we are talking. And we assume that everyone uses social media as much as we do.

But here’s a secret: we marketers are not normal people. According to Thinkbox in the UK, 93% of marketers have used LinkedIn in the past three months. Among all other people, it’s 14%. 81% marketers have used Twitter. Among others, 22%. My favorite statistic: 47% of marketers read BuzzFeed, but only 5% of normal people do. We are not the audience for most of our products and services, but our choices of media mixes all-too-often imply that we are.

So, what does this mean? Should we forget about social media? Should we focus on TV and think more about advertising?

Well, the answer may surprise you: yes and no. Anyone who recommends that a certain marketing tactic or medium is always the best is also selling something.

The truth is that the internet did not change that much in terms of marketing communications. What has changed is that we have an additional set of channels that we can choose to use in our campaigns and that those channels allow for different marketing collateral formats.

It all comes back to the marketing promotion mix. Marketing communications always has been and always will be the creation and transmission of marketing collateral across channels within specific frameworks. In 2017, we have the choice of mediums ranging from TV and print to social media, blogs and ad networks to, probably soon, virtual and augmented reality.

But here is the key: we need to be realistic about the strengths and weaknesses of different channels. We need to segment and research our target audiences to determine which channels are truly the best ones to use. What mediums are our target audiences actually using? We cannot rely on the alleged wisdom of companies with something to sell and experts with agendas.

Sometimes TV is a good medium for a specific purpose; sometimes not. Sometimes social media is a good medium; sometimes not. Usually, we need to include online and offline activities in our promotion mixes to achieve the best results. Being digital-only is often a mistake, especially when so much of the data is completely wrong and a lot of money is lost to online advertising fraud.

We need to be strategic and channel-neutral in a world of integrated online and offline marketing. There is no ‘offline marketing’ and ‘digital marketing’. There is only marketing.

For those who are interested, here are links to my columns in The Drum and other information that goes into more detail into what I have presented here.

If anyone has any questions or comments, I’d love your feedback. I just hope that after this talk, all of you will be just a little more skeptical about what people like me tell you at conferences and in articles.

The Promotion Fix is a new, exclusive biweekly column for The Drum contributed by Samuel Scott, director of marketing and communications for AI-powered log analysis software platform Logz.io and a global keynote marketing speaker on integrated traditional and digital marketing. Follow him on Twitter and Facebook. Scott is based out of Tel Aviv, Israel.

By

The Promotion Fix is a new, exclusive biweekly column for The Drum on integrated traditional and digital marketing written by former journalist and current marcom director and global marketing speaker Samuel Scott. Follow him @samueljscott.

Sourced from The Drum

One of the most challenging part in public relations (if you are a startup or a small business) is on how much money you are willing to spend in PR activities to encourage people to talk about your products or services.

Since budget in PR is often limited, you have to find other alternative ways to create awareness about your brand. Fortunately, social media is easy to acquire and has been proven as a very effective PR tool if you are on a budget.

Since social media is very popular and almost all those who have internet access often use it, the need to get your brand in the very centre of where the action happens should be your top priority. The good news is, in social media you can do PR activities within your budget. Because traditional PR is very costly, social media websites are now the best places to make people talk about your products or services.

When people talk about your brand in social media the probability of increasing its visibility is higher because anything that is hot and trending can always spark interest and discussion. It’s just like, when a social influencer talks about your brand and their followers talk about it as well, in no time, you’ll just realise that your content becomes viral and everyone starts talking about your brand. And, you know that this kind of buzz can help you a lot in building your PR.

Now, the important question is, how do you encourage people to talk about your products or services in social media if you are not a well-known brand? This is probably quite challenging because you can’t force people to create a buzz about your business just by asking them. This is where a bit of strategy and understanding your target audience come in a handy.

Create a compelling and controversial content.  Compelling in a way that it has the power to grab people’s attention and stick in their thoughts that would prod them to talk about it to others. Controversial in a good way that it would encourage them to discuss about it for days. A good example is featuring current hot and controversial issues that are highly relevant to your target audience. If you are a SEO company, creating and publishing an Infographic that features studies that show how Fortune 500 businesses managed to earn billions through search engine optimisation is definitely a winner.

Blog about a very famous person most of your target audience love.  Have you ever asked why entertainment websites are quite popular? It’s because their main topics revolve around very famous celebrities most people love and idolise.  Featuring a very famous SEO celebrity and letting your target audience know the most surprising facts they haven’t known about them yet is a good example.

Start a social media contest and encourage influential users to join. This is quite popular and very effective as well. You can start by listing social media influencers whose interest are within your niche. You can start by tapping influential bloggers to join a contest that would measure their online popularity through total number of likes in Facebook. In the entire duration of the contest, people would surely talk about your brand and will become curious that even their favourite bloggers are patronising the contest you organised.

Pioneer a social cause that is highly relevant to your brand. A social cause such as a campaign for “free internet everywhere” is highly regarded by many and would surely catch the interest of your target audience.  Pioneering social causes is a way of reaching out to them and making a good impression. In your campaign, you should encourage social media users to use your official brand hashtag every time they mention about your cause.

Promote the use of your official brand hashtag.  People won’t talk about your brand if you remain invisible. In social media, hashtags are very powerful features that would allow users to become more familiar with your brand’s name. For example, every time you share a status, a tweet, or a post, always make sure to include your official hashtag and encourage your existing customers to use it as well.

Encouraging people to talk about your brand is no easy task. It would take more effort and time and there’s no absolute formula to do it right the first time. The tips above are not direct solutions but just a few ideas on how you do public relations even with a very limited budget.

Qamar Zaman  is a SEO Expert based in Dallas, Texas.

By .

Procter & Gamble (P&G) is working to get the right blend of precision with mass-reach in its marketing after previously admitting that it had targeted excessively online.

It doesn’t have to be an “either or” debate, opined Gerry D’Angelo, the global media director for the world’s largest advertiser at the Festival of Media in Rome this week (9 May).

“The approach I’m trying to instill here is to make sure we’re using all the technology to drive scale and reach and then once that’s in place we can use that muscle memory to build personalisation,” he said.

D’Angleo’s talking about building a better use of data and technology at the business, where its marketers have a more robust idea on how to get the most reach but also the right precision. Rather than pull swathes of media money from online platforms, the noises coming from P&G suggest its revamped approach will revolve around how to better buy reach. Part of this thinking would have likely guided P&G’s decision to redistribute its programmatic data duties earlier this month when it cut ties with AudienceScience.

“It’s not that personalisation is a bad thing,” assured D’Angelo as if to ward off concerns that he and his peers will start pulling reams of budget from the likes of Facebook and Google.

“We just need to make sure we don’t follow it out the window and end up talking to a fraction of our category buyers. As long as you can accommodate both of those concepts [personalisation and mass reach] simultaneously, which I think you can, then I think its absolutely acceptable to be able to talk o people and also talk to them in a highly targeted way.”

It’s a change in tack from P&G, which was one of a throng of advertisers to pump money into targeted ads that consequently sacrificed reach. The company’s top marketer Marc Pritchard admitted as much last year when he said “we targeted too much and went too narrow” on Facebook. Four years ago, the business was adamant, as many of its peers were, that this was the way to go. In 2013, it moved a third of its advertising budget online and then a year later slashed its spending by 14% and refocused on what it said at the time was an “optimised media mix” with more digital, mobile, search and social investments.

But businesses like P&G own brands built on mass media, with the type of recognition that has always chaffed against the hyper-targeted sensibilities of environments like Facebook. And with tougher cost pressures on the company’s marketers as seen by its plan to cut a whopping $2bn in marketing costs over the next five years, it may have to go back to the marketing sensibilities that defined the industry in order to continue to grow.

Nowhere is this need clearer than in P&G’s four-point plan to overhaul its investments around viewability, third party measurement, agency relationships and online ad fraud.

If Pritchard is going to lead by example on his view about the death of craft in advertising currently then he needs to disentangle the media supply chain and consequently tackle mass personalisation.

“There is a reality that personalisation can go too far,” said Matthew Heath, chairman and chief strategy officer at Lida. “Firstly you need brand salience and attraction – you can be as personal as you like but I still need to trust you and be interested in you in the first place. Secondly brands often need a dimension of discovery and serendipity, that disappears in the overly personalised world.”

By

Sourced from THE DRUM

By .

Rather than bundle social video into sponsorship deals, Premier League clubs want to carve out its commercial value to convince sponsors to pay more for that engagement.

The modern-day newsfeed is as stuffed with posts from wannabe stars and celebrity spats as it is with videos from training grounds and changing rooms. Yet many of those creating this content aren’t sure of its commercial worth as it becomes increasingly hard to ignore how much more exposure football teams can get on social media compared to TV.

But because it’s tricky to track the value a brand gets on social, it’s arguably been massively undervalued. No commercial chief can point to half a million Facebook views and say ‘that’s just helped secure my new partnership deal’ when measurement is so blunt. On the other hand, many would ask ‘what’s the cost of not doing it?’

Hundreds of millions in the case of Real Madrid’s Cristiano Ronaldo, whose social media accounts generated an eye-bulging $500m in value for Nike last year according to sponsorship analytics company Hookit.

While Ronaldo isn’t a club, he is a media owner like the Real Madrid team he plays for and, just like his employers, the Portuguese forward knows that content and platforms he owns are in high demand. The world’s most prolific athlete on social media had one post last year that was worth $5.8m after it racked up 1.7m ‘likes’ and nearly 13,000 comments due its timing with Portugal’s Euro 2016 victory.

Valuations like these are frequent as they are rooted in the old media equivalency rules of sponsorship. Hookit’s methodology uses average number of impressions per interaction to come up with a monetary value when really sponsors want a clearer way to compare social media posts with TV inventory. What the likes of Hookit do prove, however, is just how much teams could be missing in the media valuations they currently conduct – especially as brands demand sharper measurement from all parts of the marketing mix.

“Some clubs are not doing it [measuring social video] right and those who aren’t need to change the way they are approaching brands,” says Jean-Pierre Diernaz, vice-president of marketing at Nissan Europe. The car maker, which sponsors Manchester City and the Uefa Champions League among others, sees a potential in a fast spinning sports industry and yet is perturbed by what it deems is an unwillingness to fix what has become a largely inefficient market.

The social video sports revolution

Pound-busting TV deals pushed the 20 top-flight English teams to post record revenues of £3.6bn between 2015 and 2016 and yet they still struggled to make a profit. Collectively, Premier League clubs made a pre-tax loss of £110m, according to Deloitte, stressing the need for additional revenue streams at a time when many commercial bosses are yet to properly monetise their online fanbases.

“Every club has a certain number of fans but what is important is those who are actively engaging with the club,” continues Diernaz. ”The clubs need to be actively showing on the platforms that here is the value. If you look at the top 20 YouTubers in the world they are getting a lot of business with what they are doing so why would you not be operating the same as a football club. It’s clearly a strategy that would accelerate this for clubs.”

Several Premier League clubs are wise to the opportunity, resolving to give brands what they want in the hope of extracting more money from sponsorships. When City Football Group’s (CFG) commercial boss Tom Glick says he can see a time when social video could help his team renegotiate deals, he’s actually talking about a point when he and his team understand the market value of every post and the revenues they generate.

Numbers like that could come in handy if City were to try to convince Nike to top the £60m a season, 15-year deal with Chelsea when it comes to renegotiations. A club like Manchester City could potentially command tens of millions in media value on TV coverage alone. Add social into a mix and that could significantly inflate the media value of said sponsorship deal. Placements that were once thought useless on TV such as those at the club’s training ground could be worth more to a sponsor looking to reach the growing number of younger fans who aren’t only concerned with what their club does on match days.

“Often what’s holding social video back is it is generally wrapped into a larger sponsorship deal which can undervalue what that media represents because its not pulled out or compared with other formats – like display advertising – that might be getting sold… to me social video is more valuable than a display ad on a club’s website and yet in many cases these things are not necessarily being valued in the same way,” suggests Gareth Capon, the chief executive at social video production business Grabyo.

“If you’re a training ground sponsor then you don’t get much TV presence on game day, it’s more the main kit and headline sponsors,” he continues. “But now with social video you suddenly have all these assets where fans who want to know what’s happening with their club each day get to see your brand and those posts are shared all around the world. That’s a real change and the value for that media is not well understood… but once it starts to get compared with traditional TV advertising or and other forms of advertising, or at least it’s valued as a component of an overall sponsors package, then I think its value will rocket.”

Being able to quantify the value of social media

Southampton, like City, have made strides in recent years to move away from being so reliant on broadcast, focusing on depth of engagement rather than mass exposure. WPP-owned sports marketing agency Two Circles is helping it make the transition, which is very much a work in progress. “It’s about how best to value the video so we’re not only doing it in a traditional sense,” says James Kennedy, Southampton FC’s head of marketing. “We’re going down much more of an impression-based route as oppose to a sales route.”

This means partnerships aren’t typically signed off with an agreed number of tweets and database blasts to feign brand activation. Rather, Southampton are focused less on selling price and impressions and much more on delivering engagement and value.

“The ‘impression-based route’ is about understanding a brand’s target audience and helping them reach this group (in a targeted, cost efficient way) across the club’s entire digital network – web, email and social,” adds Kennedy. “So while achieving mass brand exposure and positive affinity is one objective, Saints can help brands develop campaigns to achieve specific objectives because they can segment their entire digital fanbase.”

Methods like this are heavily reliant on equivalent media value measurement. In the case of Southampton, the club argues that it doesn’t apply an “equivalent” media value in the traditional sense. However, because they – along with Two Circles – eschew inflated media values, they have a more consistent benchmark for a marketer to compare the impact of a campaign with buying the media space elsewhere.

Simply put, what Southampton et al are using involves reach and frequency measures of signage to determine the value of sponsors exposure. These are calculated in differing ways and to varying degrees of sophistication but every measure – or impression – is ascribed an equivalent media value that a marketer can compare with paid for advertising. Hence, the underlying assumption for any brand tracking social video this way is it keeps their sponsorship rooted in the value of logo exposure as well as brand equity.

“The way content is valued is media equivalency so if Chevrolet wanted to buy ad space from TV for millions of people then how much would that cost versus being on the front of the Manchester United jersey… it’s exactly the same premise for how we [Nielsen Sports] value digital and social content,” says Max Barnett, global head of digital at Nielsen Sports. The measurement firm is readying a product it claims brings social media and traditional media valuation together for the first time, meaning for every minute of brand exposure data collected, an average of 5,000 data points are input to algorithms to calculate qualitative and valuation based outputs. While similar tools exist, Barnett hopes Nielsen’s own alternative becomes a unified measurement of sponsorship across all media channels.

“We’re seeing more ​clients’ commercial teams target 15% to 20% ​share of ​media value through digital and social” he continues. “If you have declining TV audiences then that’s a really important gap ​to fill. The audiences are more than likely not leaving, but consuming the content in a different way. Likewise, you could see brands selecting properties with a more significant social footprint to align to their wider marketing channel objective. Could we also see brands go after digital and social assets in the not too distant future? That depends on how rights holders want to package and promote.”

Is it time for football clubs to think like media owners

Some Premier League bosses hope to do this using social metrics such as earned impressions, shares and followers. The Drum understands a number of commercial bosses have at least considered the possibility of adopting a cost per engagement as a new standard in ROI measurement. While these talks are yet to materialise into anything beyond speculation, that they are even happening is vindication enough of social video’s potential value.

Putting a price on social video has been a thorny subject for some time and it was a challenge we have been seeking to shine more light on with our research report series,” says Michael Litman, founder and chief executive at Burst Insights. For example, the social analytics firm found that of the top 20 best performing videos across each social video platform from last season only Manchester United and Chelsea saw exposure value within the set reach over 31m. Arsenal ranked third, Liverpool FC fourth, Manchester City were in fifth place and Tottenham Hotspur rounded out the top six.

“This shows that for example Arsenal are overachieving on social video performance versus actual player performance on the pitch,” adds Litman. “Spurs fans on the flip-side I think will prefer to be nearer the top of the table in real life. I think we will see in time real world performance, correlating more closely with digital performance as the clubs become more akin to global media broadcasters in their own rights.”

Sports sponsorship has become a new game stuck with old rules. No longer is it enough for rights holders to give sponsors the most media for their money. Instead, sponsors want to know how the rights they’re buying add value to their brands, a shift that’s forcing the likes of Manchester City and Southampton FC to behave more like media owners.

The global success of the top six [Premier League] clubs generates a constant demand for sponsorship assets,” says Tom McDonnell, chief executive at digital fan interaction specialists Monterosa. “Brands are looking for end-to-end solutions that entertain and engage. It’s not enough to count a ‘view’, which could be fleeting, but to also consider interaction and active conversation. If a club provides better assets via social video with proven engagement and interaction, it differentiates the club’s offering and that hits the bottom line.”

By

Sourced from THEDRUM