Professional Documents
Culture Documents
By Julius Duncan Marketing Director | Headstream and Tom Chapman Head of Innovation | Lawton Communications Group
CONTENTS
CONTENTS
3 5 7 11 21 26 27 29 Executive Summary Retail sector background Retail sector Social Brands 100 insights Retail sector Current challenges and case studies Retail sector Future of social media Conclusion and getting started How can Headstream help? Sources
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ExEcutivE Summary
Consumers are increasingly focused on reviews and recommendations driven by social media.
1 ExEcutivE Summary
This white paper has been created by Headstream to assist retail sector marketers as they plan their strategies and budgets for 2013. It provides timely information, case studies, insights, trend predictions, and practical advice to assist retail brands as they consider how social media can support their business goals. The paper has five main sections: an overview of the broader backdrop within the retail sector, what we can learn about the current social media performance of retail brands from Headstreams 2012 Social Brands 100 ranking, current consumer behaviour and case studies illustrating how retail brands are responding to the challenges and opportunities presented by social media, five future trends that the retail sector should be aware of and planning for, and conclusions and how to Get Started with the planning process. Look out for our Key Questions sections throughout. These summarise the questions marketing teams should pose as they integrate social into their strategy, and how Headstream can help. The summary below identifies the key findings and insights from the white paper. Retailers are facing challenging trading conditions as the global economic downturn continues to effect consumer confidence Consumers seeking value and convenience are increasingly likely to seek information, compare product and prices, and then purchase online Retail brands can improve their engagement with consumers by using rich-formats such as video and photography The customer journey has moved on from the traditional, linear funnel model, to a more complex customer decision journey where consumers are influenced by multiple touch points. Digital, and particularly social media, has driven this change Rather than focus purely on the awareness phase, consideration now needs to be given to the whole customer journey, ensuring that everything from information gathering, to post-purchase experiences and support are of consideration Consumers are increasingly focused on reviews and recommendations driven by social media, leading to savvy brands increasingly curating user
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ExEcutivE Summary
content rather than pushing brand messages The ability to join social conversations at the right moment, and/or facilitate conversations by listening to questions and providing contextually relevant information is growing in importance as a differentiator As the data that consumers can access from physical objects increases (the internet of things), retailers need to consider how they can marry their physical and digital properties, and not treat their physical and online stores as two separate business units
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With the squeeze on consumer spending set to continue, the emphasis for the retail sector is to constantly innovate and create strategies that bring competitive advantage.
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Consumers turn to e-commerce for two main reasons, price and convenience, with price particularly important in the current marketplace. This, combined with rising penetration rates of smartphones and tablets, is expected to make the shift to e-commerce a higher priority for all retailers in 2013 and beyond. In addition the line between e-commerce and physical world shopping is blurring as internet devices end up in the hands of more and more shoppers. Smartphones and tablets are playing an ever more significant role in all shopping, with consumers increasingly using smartphones to check prices and product features while physically in-store, and the customers social networks are critical within that. According to a global survey by IBM, up to 84% of consumers rely on their social networks when researching new products, and when buying online, shoppers coming from a social network convert at 2x the rate of other nonsocial network channels. Therefore, a retailers customer strategy should consider the crucial role digital and social media play in the purchase decision-making process, across both e-commerce and in-store.
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ASOS (#7)
Schuh (#40) TOMS (#49) B&Q (#53) Sainsburys (#50) HMV (#75)
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fACEBOOk
Retail companies average performance score was strong on Facebook, only the Services sector performed better on average. Against the important measure of how well retail brands respond to fan posts, the sector was third out of thirteen sectors, demonstrating a good approach to listening and responding. Looking at areas for improvement, the weakest measure for the retail sector was Brand Post Engagement, which measures the intensity of response from the community when brands post content. Here, Retail was beaten by Travel and Leisure, Media, Manufactured Goods, FMCG, Entertainment and Charity sectors. Our wider analysis indicates that this score could be improved by the introduction of more photo and video content on retail brands Facebook
Looking at areas of improvement, the weakest measure for the retail sector was Brand post Engagement.
pages. Our research has shown that on Facebook, photos are most likely to generate comments from the community, and video most likely to promote shares. The charts below indicate that the Retail sector is falling behind the overall Social Brands 100 averages for video content posted on Facebook. While Retail sector photo posts are above average, there is still the opportunity to increase this type of post, as other sectors e.g. Charity have done successfully.
Status 73%
Status 69%
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yOUTUBE
Overall, retail brands were the worst performing of any sector on YouTube, scoring less than half the points of the top-ranked sector, Automotive. This performance suggests retail brands are falling behind in terms of quality of video content generated, and the interaction that creates. Considering the nature of the sector and the visual and interactive content potentially available this is a missed opportunity.
TWITTER
The retail sector is above average overall on Twitter, coming fourth out of thirteen sectors, behind Media, Services and FMCG. This was driven by strong performances for average number of Retweets, indicating that content is striking a chord with followers. The sector also scored high for Timeliness of Response, indicating adequate community management. However, these performances were counter balanced by a lower than average score for overall reach of @brand account mentions, eighth out of 13 sectors, suggesting conversation rates are not as intensive as in other sectors.
GOOGLE+
The retail sector has been slow to create engagement on Google+ and scored well below average compared to other sectors, coming in tenth out of thirteen sectors and lagging behind top performers by 75%. As with YouTube, the inherently social nature of shopping should make retail a strong performer on Google+. In the hyper-competitive marketplace for retail, this is also a missed opportunity to improve search visibility by generating +1s and social content.
fOURSqUARE
With the natural geo-location opportunities provided by physical store locations (for our bricks and clicks chains at least) this might be expected to be a strong area of performance. However, the retail sector came below the Entertainment, Technology, and Travel & Leisure sectors.
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SUmmARy
Overall, the Retail sector ranked seventh out of thirteen sectors, a mid-table performance. So how can it improve? A focus on stronger video content across the board and use of YouTube as a platform to connect with consumers would lift the 2012 performance. Whilst Facebook is an area of relative strength, optimising post types, with a particular focus on video, could improve this even further. As a whole the sector is not an early adopter of new platforms such as Google+, which also lets down retails overall performance compared to competitors for share of the consumers wallet, such a Travel and Leisure and Entertainment.
kEy qUESTIONS
What proportion of your content created for Facebook is video or photography based? Do you have monitoring in place to assess what content receives the highest level of interaction? What is your strategy for Google+, and how is it differentiated from other platforms? Are you able to benchmark social performance regularly, and use this knowledge to optimise activity?
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In todays world, media fragmentation and the proliferation of digital has resulted in an increase in the number of brands under consideration for consumers.
hOW RETAIL BRANDS ARE EvOLvING TO USE SOCIAL mEDIA WIThIN ThE CONSUmER DECISION jOURNEy
In classic marketing, the customer acquisition process is thought of as a purchase funnel. You dumped cold prospects at the top of the funnel through awareness campaigns and squeezed them down the funnel via qualifying actions e.g. product brochures, sales calls, product demonstrations, and emails. Those prospects that were hot for your product went on to purchase becoming a customer and were then added to the CRM database. If the process was successful, marketers placed it on a rinse and repeat cycle. It was relatively straightforward. Unfortunately the purchase funnel no longer applies. In todays world, media fragmentation and the proliferation of digital has resulted in an increase in the number of brands under consideration for consumers. As a result, the entire purchasing cycle has shifted. To respond to this shift, the funnel has been replaced by what McKinsey have termed the consumer decision journey.
EvALUATE COmmIT
DECISION TRIGGER
BUy
INTEREST TRIGGER
ExpEriEncE
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The consumer decision journey as illustrated on page 11 is largely influenced by digital - more specifically the social web, underpinned by social media. Social media has fundamentally affected the retail purchasing landscape and buying behaviour, as consumers look toward reviews and recommendations rather than brands own messages. In response to these changes, successful retail brands have re-aligned their marketing to adapt to the new consumer decision journey. Brands are frequently using social media to create more targeted, personal shopping experiences, not only to remain competitive in the marketplace, but also to ensure they are delivering the right experiences at the right time for consumers. We have examined the social media marketing communication activity of retail brands globally over the past 12 months. To provide structure to the retail social media activity explored, we have segmented the examples featured into three key phases of the consumer decision journey: Initial consideration Trigger Active evaluation Information gathering, shopping and buying Post purchase experience and advocacy
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The following examples feature approaches by marketers to achieve cut through and encourage consumers to consider their brands products over competitors.
CURATED CONTENT
Retail brands are frequently coming up with new ways to promote their opposed to relying on brand created marketing messages. products by curating existing content with the support of influencers as Tapping into the interest graph and the growing popularity of the
Indian Collection True Blue (http://pinterest.com/ikeafamilylive/true-blueikea-family/), helping home decorators to find and share (re-pin) content in an attempt to increase earned media. Fashion brand GAP collaborated with six high profile bloggers to curate their 2012 spring collection as part of their Be Bright campaign. The Styld.by (http://www.styld-by.com/) collaboration saw the six bloggers style unique looks from the range and host these on their own sites increasing reach for GAPs campaign. Organic food retailer Whole Foods hosted a number of wine tasting
CASE STUDIES
Twitter Tweetups. Tweetups for example featured six wines, with Whole Foods providing tasting notes and information about the winemakers (http://tweetchat.com/room/wfmwine). and vineyards facilitated by a dedicated Twitter chat room #WFMwines
CASE STUDIES
Whole Foods similarly produced video content for their blog Supplier featuring the organic food suppliers they stock within their stores.
Stories (http://blog.wholefoodsmarket.com/category/supplier-stories/ )
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pRODUCT SCANNING
With the ubiquity of cameras on mobiles phones and 3G connectivity providing access to the web, comparison shopping and information gathering on the go has increased. Taking the functionality of smart phones and developing apps to facilitate this process further is a smart move for retailers when consumers are in information gathering mode. More and more retailers such as House of Fraser (http://econsultancy.com/uk/blog/8350-house-offraser-targets-christmas-shoppers-with-o2-mobile-marketing-campaign ) are now ensuring that wi-fi is available in-stores so that customers can carry out price comparisons easily, as well as having access to their mobile sites for full inventory. Barcode scanning apps have been around for a couple of years now, but they primarily link to price based information. OpenLabel (http://theopenlabel.com/ ) is a barcode scanning app with its focus on augmenting bar codes with crowd sourced information; everything from reviews and ratings to the green credentials of a company can exist virtually alongside a scanned product. Brands themselves will need to consider having a presence on this and similar platforms to manage their reputation. US department store Macys Backstage Pass QR code program Find Your Magic (http:// www.macys.com/findyourmagic ) included branded entertainment featuring talent that consumers retrieved by scanning codes alongside products in-store. The goal was not only to advance the in-store experience, but also to encourage consumers to pull all the content together, helping them to understand and navigate seasonal trends.
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CASE STUDIES
Tesco via augmented reality encouraged users to scan posters in shop windows to view a showcase of their F&F range on the catwalk (http:// blog.clothingattesco.com/2012/05/keep-your-eyes-peeled-for-our-ournew-augmented-reality-ad-campaign-soon-to-be-found-in-a-metro-storenear-you/). Extending this further, a F&F pop-up store allowed shoppers to try on clothes that could be purchased directly by scanning a QR code.
More and more retailers are experimenting with pop-up shopping walls following the success of Tescos Homeplus Subway experiment in Korea (http://www.telegraph.co.uk/technology/mobile-phones/8601147/Tesco-
CASE STUDIES
builds-virtual-shops-for-Korean-commuters.html). Virtual store walls appear in locations such as bus and train stations, where consumers can order products and share product information amongst their social network direct from the wall, simply by scanning QR codes.
CASE STUDIES
on Facebook to introduce its Amazing sunglasses range on a global scale. Fans could participate in their own music video whilst trying on the sunglasses and share the video both with friends and the Swarovski YouTube channel.
pERSONAL ShOppING
Social shopping is everywhere in terms of customer reviews, but there is nothing more satisfying than having an expert consult you via a personal shopping experience. By combining the two it makes the information gathering process for products both productive and valuable resulting in your own personal shopping network. Online retailer Modcloth feature ModStylists (http://www.modcloth.com/ modstylists), a team of stylists who carry out one-to-one style consultations for free via Facebook. Stylists curate Polyvore outfit sets that consumers can then share via Facebook to get feedback from their social graph.
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CASE STUDIES
Online clothes retailer ASOS (http://www.asos.com/Microsite-StyleAdvice/Cat/pgehtml.aspx?cid=14594 ) hosted Free Style sessions via Skype for the Spring Summer 2012 season. Places were limited, but consumers could follow key information discussed in the session via Twitter using the hashtag #stylesos.
Luxury department store Neiman Marcus developed a personal shopping mobile app NMService (http://www.accessoriesmagazine.com/38056/ neiman-marcus-tests-personal-shopping-assistant-app) allowing customers to gather more information about products by communicating directly
CASE STUDIES
with sales assistants. When the user walked in-store it alerted the consumer via app where the sales assistant was in the store at that moment. Customers could also use the app to mark products that they like, and scan QR codes to retrieve more information.
CASE STUDIES
Retailer Neiman Marcus produced a similar campaign in the form of Clutch me if you can (http://www.neimanmarcus.com/blog/womens/ clutch) whereby consumers had to check-in to a store for a chance to find a free handbag.
INTERACTIvE TEChNOLOGy
With natural user interfaces such as voice, touch and gesture recognition becoming ubiquitous in smart phones, tablets and gaming devices; consumers are becoming more comfortable with interactive technology and thus more receptive to innovative ways of experiencing and browsing products in-store. Interactive virtual product display walls such as the Adidas Adiverse (http://news.adidas.com/GLOBAL/adidas-introduces-the-adiverse-virtualfootwear-wall/s/146bdaf5-2c8e-4bfc-beff-978568c02243 ) are digital displays for in-store product browsing. Many retailers are installing multitouch screens to browse product catalogues, retrieve more detail and share content across social networks.
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CASE STUDIES
Perch Interactive (http://www.perchinteractive.com/ ) is currently redesigning the in-store display via interactive projections that surround products with customer reviews, tweets, available sizes and colours as well as video content allowing the user to visualise the product in different environments.
CASE STUDIES
SOCIAL GIfTING
Born out of learnings from the deal-of-the-day business models, the latest trend amongst retail start-ups and social savvy consumers is social gifting. Facebook has fuelled this trend further by purchasing gifting app Karma (http://itunes.apple.com/us/app/karma/id457143798?mt=8). Karma lets you buy and send gifts to friends and family directly from your iPhone or Android smart phone. Gift recipients can then exchange that gift for other items from the same vendor, or choose to donate the money used to a charity. Another example is Wrapp (https://www.wrapp.com/gb) - an app for smart phones and tablets that allows Facebook friends to buy each other gift cards from retailers either individually or by teaming up. They can store gift cards on their mobile devices and redeem in-store. Retailers are working with Wrapp directly as there is limited marketing cost, and they can tap into the social graph of consumers. Clingle (http://clingle.com/) is a gifting app that focuses on location. Clingle has the ability to send location-based gift cards. For example you are in a Starbucks, or even seated in the comfort of your home, you buy and leave a gift card for your Clingle or Facebook friends at that location which they can check-in, collect and redeem.
CASE STUDIES
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CUSTOmER SERvICE
There are always opportunities for retailers to improve customer satisfaction. With social media, retailers can succeed more easily with open and responsive communications. Numerous brands have turned to Twitter to ensure they are present, answering and responding to customer queries. Brands that experiment in more creative ways to provide customer service have increased their unique service points edging themselves in front of competitors. Sandwich Shop Nom Nom (https://twitter.com/nomnom_bristol/), uses Facebook and Twitter to allow customers to pre-order food and drink. Customer feedback is rewarded by a loyalty scheme entitling them to special offers. Start up Needle (http://www.needle.com) pays fans of products to handle customer service and sales on behalf of retailers via forums and online chat rather than call centres. As a result, true advocates of a product can support those who have recently purchased a product, or support those consumers in the consideration phase.
CASE STUDIES
CASE STUDIES
and Facebook button to encourage sharing of content via social networks allowing virality of photos and brands via the social graph. Retailers can provide the Tagbrand app with a price-list for the exact items to encourage the interest graph to find and purchase the products.
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CASE STUDIES
retail store line-ups its products are on a first come, first serve basis. The store directly messages customers to inform them if they are successful in securing the product, along with details of how to pick up the product on day of launch.
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SUmmARy
The complexity of the consumer decision journey forces brands to adopt new ways of marketing and this in turn will influence marketing expenditure. Rather than focus purely on the awareness phase, consideration now needs to be given to the whole process, ensuring that everything from information gathering, to post-purchase experiences and support are of consideration.
kEy qUESTIONS
Does your social strategy deliver the right content, at the right time, in the right format for customers? Does your marketing provide value of different kinds to customers e.g. utility, monetary, exclusive information, rather than simply pushing messages? Do you monitor social media effectively, with the intention of joining conversations at appropriate times? Are you listening to your customers post-purchase conversations, and facilitating sharing and customer care where appropriate?
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ALWAyS-ON mARkETING:
Media fragmentation, connected consumers and the blurring lines between advertising and PR, led Headstream to develop the Paid, Owned, Earned, Network and Borrowed media framework (http://blog.stevesponder.com/paidowned-network-borrowed-and-earned-media). This framework allowed us to help plan our clients content distribution in order to generate earned media. For brands to be relevant and influence the initial consideration and active evaluation stage of consumers, content itself can be planned in an always-on (http://www.fivebyfiveuk.com/2012/03/arriving-at-a-definition-for-alwayson-marketing/) strategy. As opposed to just focussing on the BIG idea, marketers should be looking to focus on the LONG idea. Consideration is given to taking the consumer on a longer journey of engagement and loyalty over time, achieved via valuable pieces of content that stitch together to form a more compelling campaign.
INTERACTIvE TEChNOLOGy:
We have already featured a few examples of retailers use of multi-touch screen product displays and kiosks. Exciting developments are happening on a daily basis in the areas of touch, gesture recognition, voice, face detection, eye tracking, thought and smell. All of these available interactions will have a profound impact on the way people interact with technology, so much so that in the not too-distant future, we will interact with technology in the same way we interact with each other naturally.
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Electronics giant Samsung in January 2012 demonstrated its new Smart Glass (http://www.youtube.com/watch?v=m5rlTrdF5Cs ) technology. Smart Glass is a transparent touch screen glass that allows for digital content to be augmented directly on the glass. For retailers, this technology not only can be used to create more engaging window displays and/or in-store displays, but more creative consideration can be given to displaying user generated content such as customer reviews and sharing digital content to social networks. Facebooks recent acquisition of Face.com (http://www.face.com), the leading facial recognition platform is a bold move but one that is not limited to identifying your face within photos. Retailers could use cameras coupled with facial recognition technology linked to Facebook, to identify customers and greet them personally via a hologram or virtual sales assistant as you enter a physical store. Customers could be checked in automatically and receive loyalty points to their Facebook account, and be sent discount coupons or promotions direct to their mobile based on interests. All a user would need to do is allow permissions for the retailer to access their data. This all sounds a little bit like Minority Report but this technology exists and is only limited by our imagination. Continuing on the theme of marketing location aware messaging, and thinking beyond a mobile handheld device, Googles Project Glass (https://plus.google. com/111626127367496192147/posts ) and Microsofts rumoured Fortaleza Kinect (http://kotaku.com/fortaleza/ ) glasses, represent a world of possibility where digital data can be augmented in front of your eyes. Not only could the glasses help you navigate a retail store looking for a particular product, but automatically display user reviews, price comparisons and allow you to collect virtual gifts that could be shared with your social network. Keeping our feet firmly on the ground for the time being is Microsofts Kinect device, which has already been used for in store virtual reality mirrors such as the Barbie augmented reality closet (http://barbiethedreamcloset.com/) at Disney World and Bloomingdales virtual changing room (http://www.psfk. com/2012/03/bloomingdales-kinect-change-room.html). Speech recognition with the Kinect device is the next area for development, offering the ability to control actions and retrieve data through voice commands. Savvy retailers are already installing interactive displays in windows controlled by Kinect gesture-based technology that allows users to access and share product info without going into the store, or when the store is closed ensuring that products are available 24/7.
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Planning and creating content taking into account the interest graph and influencers should be at the forefront of retail marketers activity. This is to ensure that the right content reaches the right consumer at the right time rather than a one-sized fits all approach.
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kEy qUESTIONS
How informed, and agile, is your social media team to respond to new opportunities? How does each marketing activity fit into a compelling LONG idea for your brand? How are your digital world and real world customer experiences being coordinated to create a cohesive experience for the customer? Do you have a landscape of the relevant interest graphs for your brand?
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The early adopters are already gaining advantage over competitors and will be best placed when economic recovery kicks-in.
CONCLUSION
Shoppers are becoming smarter, better informed and more demanding. The growing trend to access relevant data and reviews at all points in the consumer decision journey is a fundamental change that savvy retailers are responding to. Whether at the trigger, evaluation, purchase, or after sales point, brands now have opportunities to relate to their customers that simply havent been available before. The case studies are beginning to emerge of the footfall, sales and average spend advantages that social strategies can bring. For example Asos Urban Tour campaign, (http://www.asos.com/urban-tour/), resulted in 7.36 million global views in 11 weeks, with 14% of viewers purchasing within seven minutes of viewing. While the industry is still on a journey to standardise how this ROI is measured, the early adopters are already gaining advantage over competitors and will be best placed when economic recovery kicks-in.
GETTING STARTED
To make the most of these opportunities brands should consider: making social media an integral and leading part of the marketing strategy, not an afterthought, co-ordinating social media strategy and activity across departments that may traditionally have been separate e.g. marketing, customer services, technology, introducing real-time social media monitoring, creating a 24/7 capability to social engagement via content creation and community management.
While these developments require significant time investment they will create a socially enabled retail organisation that is ready to face into the dynamic, highly informed and smart consumer of the social age. Talk to Headstream Twitter: @headstream Web: www.headstream.com
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hEADSTREAm
EDUCATION
We offer a broad range of training options, from simple best practice papers and briefing sessions to in-depth bespoke education programmes. We have experience of working with senior management on a 1to1 basis through to sales, marketing, customer service and HR teams.
BENChmARkING
Using our leading Social Brands 100 methodology we can provide regular social media performance benchmarking against your key competitors.
pLANNING
We can help you get your thinking straight and work out how youll prove ROI. This is valuable before embarking on any activity or developing your social media strategy audits and social analytics insights from social media monitoring content , channel and community strategy influencer identification
ExEcution
With seven years experience of rolling out successful social activity for national and global brands we know how to get cut through and build lasting communities: creative campaigns influencer outreach community management content calendars
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hEADSTREAm
ABOUT hEADSTREAm
Headstream is a specialist social agency and part of the Lawton Communications Group. For the past six years weve been helping brands like the BBC, Activision, and McLaren Automotive become more successful by embedding social into their marketing communications. Headstream is also the agency behind the influential Social Brands 100 ranking of high performing social brands. Find out more at www.socialbrands100.com.
WE BELIEvE
Social is making marketing exciting again Social brings brands closer to customers Social should be simple When we have fun with our clients, we do better work.
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SOURCES
http://www.socialbrands100.com/ http://www.euromonitor.com/medialibrary/PDF/Book_WRDAS_Ed70.pdf http://www.comscore.com/Press_Events/Press_Releases?year=11405&keywo rds=e+commerce+growth&location=0&searchBtn=Search http://www.prweb.com/releases/2012/6/prweb9631165.htm http://www.retailresearch.org/whosegonebust.php http://www.retailcustomerexperience.com/article/179796/IBM-report-Thesmarter-consumer-has-arrived http://www.slideshare.net/trendwatching_com/trendwatchingcometailevolution http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373 http://www.psfk.com/publishing/future-of-retail
ThE AUThORS
Julius Duncan julius.duncan@headstream.com Tom Chapman tom.chapman@headstream.com
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