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Together We Buy
The Social Commerce Strategy Playbook
Executive Summary Social marketing is inseparable from social commerce, connecting consumers in new and innovative ways with sellers, services, vendors and brandsand doing so through an everchanging and ever-expanding array of dynamic digital channels. Every social commerce environment is differentthere is no one-size-fits-all strategy, and certainly no one-size-fits-all-times strategy. But one thing is clear: Certain core considerations and approaches, usually in combination, are already informing every successful social commerce solution. Patterns and expectations are developingand with them, proven methods. Social marketing and social commerce are intrinsically complementary. Marketing fuels commerce; commerce without marketing is an unsustainable proposition. Social has begun to permeate every aspect of the digital space, and marketers are joining the conversation something consumers are coming to expect. As brands map out their social strategies, it naturally follows that this should include commerce and all it brings with it: opportunity, growth and revenue. The right solution at the right time is indispensibleand rarely obvious. While there is no general case, this document identifies the foundations of successful implementations, and describes the elements and structure to be considered in any particular plan. According to a recent comScore report, nearly one in four Twitter users (there are 15 million active accounts) follow businesses to find special deals, promotions, or sales. The story is much the same on Facebook: A study by Chadwick Martin Bailey and iModerate Research Technologies found that people are 67% more likely to purchase products from brands they follow on Twitter and 51% more likely to do so if they follow a brand on Facebook. In fact, 53% of retail transactions involving Facebook directly convert from Facebook to checkout (Efficient Frontier). Successful social commerce strategies today point to promising implementations now and in the future. The framework for those strategies is contained in this report.

THE WHAT, WHY AND VALUE PROPOSITION OF SOCIAL COMMERCE What is Social Commerce? Social commerce (or s-commerce) is the practice of driving sales or revenue-generating transactions by leveraging the social media dynamic. A sound approach to social commerce requires a focus on the occasions made possible by social media for sales or transactions; call it a focus on the commerce occasion. For instance, if a significant number of people in a Facebook community (say, fans of a particular TV show) Like a song featured in the most recent episode, some of their friends will click the link (if there is one) and purchase the song. This is a commercial opportunity driven by the social dynamic, and a very simple example of the commerce occasion.

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While much social media strategy is typically focused on community building, scommerce strategy is focused on identifying and creating commercial opportunities. This requires a deep understanding of online communities, the digital space as a whole, technology and its evolution, and social media dynamics and spaces as they arise and evolve (and occasionally disappear). S-commerce strategy is not merely a set of tools or even an appreciation of the power of social media. It is the purposeful promotion of commercial opportunity as it arises within and because of social media activity.

Why Social Commerce Now? The use of social media is exploding, fueled by an accelerated pace of technological innovation and adoption. This is challenging traditional business operations and revenue models. While some businesses struggle to keep up, others are riding the innovation wave and enjoying unprecedented, even explosive growth. One of the differences? Having a solid S-commerce strategy. The marketplace has experienced a radical change, so the players have to change, too, and that change wont happen automatically. It will take foresight, planning and effort. A key element of that change is that marketing innovation strategies are now a necessity. They must be tailored to this new and ever-changing environment. Understanding this takes a new perspective on the new digital realities of everyday life. Social media has passed a tipping point. It was just an interesting trend for only a very short whileperhaps as little as a year or two in the mid-2000s. But today, digital social media is an undeniable part of the commercial landscape, and marketers must engage with it. Evolution The past few years of social marketing have largely been about market discovery. Brands experimented with a wide range of executions. And why not? There was lots to gain and little to lose. The marketplace was immature. It was yet another wild west scenario in the digital world. But now that marketplace is taking shape. Expectations are being set. Habits are being formed. And as with all new markets, standard practices and offerings are being identified, refined and exploited to gain share and revenue. These new market commodities include Facebook brand pages, Twitter accounts, community management, promotions, events, media engagement techniques, listening and intelligence, and creative development. The Value Proposition The value of social commerce is not only profit but also opportunity and positioning toward profit. In an era of unprecedented exceptional hype and extraordinary promise, brands that build compelling solutions to consumer needs will be viewed as innovative and relevant to the lives of consumers. These satisfied consumers will, in turn, generate new referrals, connecting the brand with more customers, and increasing incentives and lowering barriers to purchase for others. For instance, referrals and reviews from peers on high-dollar or high-consideration

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transactions not only increases a brands relevance, but also helps relieve the prepurchase anxiety. That is, satisfied consumers cultivate confidence in their peers who are still in the decisionmaking process. These satisfied customers can be considered brand championsevangelists who recruit digital neighbors and thus reduce cost-per-lead, often significantly. The excitement and momentum they generate builds business and supports branding.

The Challenge Today Social commercesupported by the right s-commerce strategyconnects social media investment with those new channels of revenue. The challenge is to find the appropriate techniques to make that connection. Social commerce is no longer a discussion of theories and possibilities. It is a technological reality, and an integral part of the future of business. The challenge is not just to find the right technology solution, but the right combination of such solutions, matched with the appropriate marketing, business and communications strategies, and the right creative user experience. So how does a social commerce strategy leverage social media?

SOCIAL COMMERCE STRATEGY LEVERAGES FOUR KEY QUALITIES OF SOCIAL MEDIA The concept of social interaction toward some exchangecommercial or otherwiseis old as time. People have been talking toward a goal since that first caveman offered to pick up the tab on that first cavewomans apple-tini. Whats new is the ease and efficiency with which people can now collaborate and communicate via digital channels. Our televisions, desktops, laptops, and mobile devices are making our voices and experiences more connected and collaborative than ever before. We can connect with literally anybody, literally anywhere, about literally anything, at literally any time at all; call it hyper-connectivity. To say that the ramifications for culture and commerce run deep is an understatement. In the world of business and brands, progress is still an obligation, regardless of the complexity of the environment. Hyper-connectivity wields awesome influence. To the careful eye, its key consequences are identifiable and useful. In order to understand the value of social commerce to the brand and community, we must first identify the value of social media overall to the brand and community. There are four fundamental types of equity offered by social media, and how they are applied in a social commerce strategy:

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EQUITY TYPE Relevance THE COMMUNITY VALUE Our friends deeply impact our views of the world around us. In a world of information overload, we trust them as a relevant filter for content. Communication is timelyoften instantand collaboration arises naturally. People tend to believe that the collective wisdom of a community expressed in polls, likes and more reflects more knowledge and experience than information from a random individual or a marketed brand. People generally enjoy the recommendations and content they receive via incidental organic referrals and referrals directed to the individual or community. THE BRAND VALUE Given the intimate and crowd-validated nature of social, brands have the ability to speak with increased relevance over traditional broadcast messaging. Brands can speak to their community on-demand and in real-time.

Efficiency

Intelligence

The publics often unprompted conversation is the worlds largest focus group. Savvy marketers are listening.

Referral

Engaged friends promote a brands product or service and generate awareness, membership and leads.

SOCIAL COMMERCE IN ACTION Imagine youre a new parent in the market for a high-end digital camera. Youd probably start by considering the brands you knowwhat youve owned before, what you see in advertising, what your friends use. Next, you would search online to find out moremodels, features, new ideas, and brands you forgot and hadnt heard of before. Information in this realm falls into only three categories: information from a brand itself; expert opinion; and content from peersfolks just like youin blogs, online communities, review sites and commercial websites. With a list of brands, models and informationa list of choicesin hand, how would you make the purchase decision? WHAT IS TYPICAL TODAY: A Static Path to Purchase FIRST if youre like a lot of consumers, you log onto Facebook and ask your friends for their thoughts. NEXT at a party or some get-together, you look at your friends cameras and ask them how they like them. THEN you go into a store and try out the cameras on display. With all that input in your head, you eventually settle on one of the cameras on your list. BUT the choice you make might have been different any other day. Perhaps you were susceptible to a particularly good deal, an especially authoritative recommendationor maybe you were just tired of thinking about it.

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THE BETTER WAY: An S-Commerce Future Presents Social Engagements throughout the Purchase Journey Consider the alternative: an opportunity-rich consumer experience with an active brand engaged in a well-planned s-commerce strategy: FIRST you log onto your social network of choice to see which of your friends own one of the cameras on your list and the photos they have taken. Unfortunately, only a couple of your friends own the cameras youre interested inbut second- and third-degree connections do, and suddenly you have a healthy number of results, enabling you to narrow your list to three models. NEXT you browse the web for prices, and quickly find two options: The first is a bundle from your favorite photo blogger: one low price for the camera, a camera bag, two extra memory cards and a very popular guide to taking pictures, plus two months free access to the bloggers online photography classes, all in partnership with the manufacturer. The social commerce functionality (behind the scenes of it all) that made this right-time, right-place offer possible also tells you that a friend of a friend recently signed up for those classes, so you make a note to ask for an introduction to that person and get their opinion on the class. THEN you come across a second option: a group purchase being organized on a well-known deal site. When 100 people commit to purchasing the camera, everyone who signed up will get a 25 percent discount on the retail price. The cost to participate? Only a 5 percent deposit, and they need only 20 more people to make it happen. You could wait and check back later, but the camera makers social commerce strategy has anticipated this response, so a program offers to notify you when the deal is five participants away from being complete. That makes it a nobrainer. You click for notification and keep surfing while you wait. BUT as you continue looking around, you see a banner ad with a killer offerits the camera you want, but an even newer model. The ad promises in-store and in-social support via Twitter, plus an extended warranty and a 10 percent rebate if you will participate in a Product Advocacy Programyou would agree to upload reviews and updates regularly for a full year, but being involved in social media already, this isnt a lot of extra effort for you. ITS A DEAL. With so much useful input at every appropriate occasion along the way, its an easy choice: you go for the banner ad deal. And the echoes of that choice last a long time. After that year of active participation in the advocacy program, you not only have an attachment to even a relationship withthe retailer and the manufacturer, youve gotten in on deals you might never have found otherwise. Youve become a customer with a connection and a commitment youre a brand advocate. If the social strategy that started it all grows and nurtures this relationship, youll keep that connection for a long, long timeand there will be a whole lot more consumers just like you.

The Social Commerce Difference In the age of digital social media, users not only have more choices, they have superior choices, more opportunities to participate and shape the brandand more social commerce occasions. It is in these moments when an active brand can offer significant value to consumers not by blaring old-school, hard-sell, sloganeering, but by presenting valuable information in an atmosphere of confidence and friendship. With the right s-commerce strategy, a brand can naturally and organically participate in a conversation within a dynamic community of individuals with common interests, sharing and shaping the decision-making process, and presenting customized and therefore high-value purchase opportunities in every commerce occasion.

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THE VARIETIES OF SOCIAL COMMERCE Social commerce strategies come in many forms, and they apply to both desktop and mobile environments. Here are eight general approaches to commerce within the social space, arranged from most independent to most integrated with social media. Broadcast Probably the first widely-used tactic to gain recognition as social, broadcast solutions use digital media and online social occasions as timely, focused distribution channels. Examples: broadcast deal accounts on Twitter or dedicated deals tabs on Facebook. Social-Adjacent Social-adjacent approaches present online discussions, ratings and comments about brands, goods and services alongside typical commercial activity. Such placement can heavily influence purchase behavior. Examples: posted product reviews, recommendations, ratings. Distributed This approach provides new and conveniently-situated purchase opportunities across platforms and properties and brings the marketplace to the user. By integrating directly into a brands purchase path, distributed methods bring the point of sale directly to the consumer, be that on a social media platform or even in a banner ad. Examples: Delta Ticket Window, 1-800-Flowers, both on Facebook. Connected Connected methods create cross-platform experiences and enable the integration of new commerce occasions within social networks. Software plug-ins (enabled by apps, tools and APIs) extend and interconnect the social experience. Such techniques move beyond, say, a Facebook post of I just bought this guitar! into true interactivityreal opportunities for social connection to, for instance, help choose a guitar or find out what others think about any given guitar. These tools enable a more collaborative and referral-capable purchase occasion. Examples: shopping websites allow shoppers to share three pairs of jeans with friends for their feedback prior to purchase. Content-Driven Some s-commerce sites feature their own social networks and content independent of (or sometimes in partnership with) mainstream social networks. Content on these sites may feature editorials, blogs, review, wish lists and more, usually with purchase opportunities nearby. Examples: fashion community features video content, forums and reviews alongside a storefront. Affiliate-Driven Advocates and brand evangelistsself-motivated promoters of a brand, product or service are a brands greatest and often most underutilized assets. These powerful affiliates can drive hyper-efficient s-commercein the form of lower cost-per-sale and per-leadwhile accruing unique rewards and opportunities for themselves. To acquire and maintain these affiliates, marketers must be sensitive to social context. Example: Amazon affiliates program. Collaborative Just as people come together to plan purchases in an office or at home, they also collaborate in social mediaand now, it seems, more often there than anywhere else. These social-mediabased collaborations create profound social commerce occasions. Examples: marketinginitiated group couponing, planning family trips, bridal showers, office gifts, group purchases for childrens sports teams. Peer-Driven One of the first social digital commerce strategies, peer-driven techniques enable consumers to buy directly from and for one another. Examples: auction sites such as eBay, gift cards via email or social networks, user-demand-driven group buying and discounting.

Less Social-Centric More Social-

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THREE PATHS INTO SOCIAL COMMERCE What or who gives rise to social commerce, and thus the need for s-commerce strategy? Here are the big three. (Also: Note the natural fit for the varieties of social commerce techniques listed above.) 1. Brand Marketers: On brand-centered or brand-operated sitesoften the flagship online destination for a brandthe brand and its partners completely define the commerce opportunities and experience. The commerce occasion is promoted by the infusion of social-adjacent content and connected, collaborative functionality such as customer ratings and reviews, live customer support, on-site forums and communities, group commerce and social plug-ins. 2. Marketplaces: Retailers, e-tailers, coupon sources, discounters and peer-driven facilitators of commerce (think of sites such as ebay) offer much of the same functionality as brand marketer sites, but they add value in the form of platform-specific opportunities, affiliate-driven connections, and parallels with traditional shopping experiences. The center of the experience is not necessarily any given brand. 3. Users: Consumers are the ones with needs to fill, and they drive social commerce just as much as vendors, sellers, providers and brands. Whether its peer-to-peer commerce or gifting, user-demand-generated packaging, products or discounts, or any other consumer-initiated interaction, users are equal to brands in completing the social commerce equation.

WHAT DOES THIS ALL MEAN TO YOUR BUSINESS? Hype Is No Longer Enough If you build it, they will come. That was an article of faith in e-commerce in the late 1990sand for more than a few fortunate explorers, it was true. But times have changed. S-commerce is not just e-commerce with a different label. Its different. In the second decade of the 20th Century, the wildest of the wild west Internet has given way to reliable digital structures, well-defined user expectations and predictable-as-clockwork habits. What was once novelty is now everyday, and hype is no longer enough. In fact it hasnt been for a long, long time. The digital world has matured a great deal. Change is still the order of the day, but method has eclipsed the random walk. In order to compete in this maturing environment, brands and professional marketers now need a complete social-commerce strategy. Think Before You Act: Every New Idea Is Not a Guaranteed Solution S-commerce marketers are constantly confronted with new ideas, techniques and technologies for s-commerce strategy. But new ideas are not always new solutions.

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There will be trends in approach to social commercesome with more permanence than othersbut sound strategy in this environment will always leverage the four stand-out qualities of social media: relevance, efficiency, intelligence and referral. Marketers have only begun to creatively explore early solutions. Some deliver, but a lot more of them dont. So be wary of magic beans. Businesses cannot afford to squander the equity theyve built in their brands. And whether a strategy works or fails, the drain on resources is still the same. Thats why brands need resultsoriented strategies built on data-driven ideas. There is no Svengali, no prophet, no oracle. Theres creativity built around a data-supported strategy, and then theres luck. Guess which one succeeds most often?

Taking Those First Steps Consider the reality inside your business or brand. In all likelihood, many key stakeholders in your business do not appreciate the promise or unique dynamic of digital (and they may not even be aware of the discipline of s-commerce). It is up to the innovator in the organization to effectively promote solutions. This means recruiting a senior sponsor for discovery, carefully crafting your proposal and managing not only the rollout but also expectations.

ARE YOU READY TO CRAFT A SOCIAL COMMERCE STRATEGY? A Six-Point Checklist You want a sustainable social commerce strategy, but it requires a ready institutional foundation. Is your company prepared? The best test is a comprehensive audit of a brands presence and performance in social media and social commerce. This six-point checklist is a good place to start. These questions will tell you if your company is ready to craft a social commerce strategy and how to get ready if its not. 1. Is the corporate culture open to changing in order to meet the expectations of scommerce consumers? The culture of both your internal organization and your consumer audience will determine the appropriate first step into the world of s-commerce. The right first step is the one that begins to build a successful practice. For example, if the leadership in your organization is sensitive to the impact of user-generated content (UGC) on the brand, consider an incremental approach toward a user-defined experience. 2. What types of brand value do you bring to the s-commerce opportunity, and how might it be leveraged? What does your brand-offering mean in not only a social context, but also a social commerce occasion? How can you effectively leverage this brand value to drive purchase? The answer may require a slight reinterpretation of your equity statement. You will also want to look at your existing supporting channels. If you have a great CRM email database or a fantastic customer service offering on Twitter, think about how you can leverage these channels to support your social commerce pilot efforts.

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3. Can your existing technology infrastructure support social commerce? The lack of robust APIs may limit your distributed commerce options. Overly conservative corporate guidelines may forbid the use of social plug-ins. For example, if your shopping process delivers dynamic rather than static pages you may not be able to leverage social plug-ins to allow people to share their purchases. Also, consider not just whats possible today but what you wish you could doso go ahead and blue sky things a bit. The technological implementation of the solution you need may not even exist yetbut thats okay. Its fine to be a first mover, you just have to be willing to set expectations and take a leap. Assess the situation and accept that there will be bumps along the way. 4. Do you have adequate staff and resources to support a vigorous s-commerce initiative? You will need to be ready at every level: technology, marketing, communications, product innovation, customer support and more. This decision is about more than just budgets. Youre going to need the right resources in place to execute your strategy. Before you take action, identify your weaknesses and redirect your efforts accordingly. 5. Are you already engaged with your customers in social media communities? Have you documented how your customers behave in the social, online space? Can you quantify their purchase behavior? Are they participating in social commerce in other commercial realms? Have your competitors made the leap into social commerce and if so, how? Have you demonstrated the ability to bring about new behaviors in your customers? What are their social purchase friction points? How do they view the brand? How do they interact with the brand? If youre not participating in the conversation, then in the eyes of the community of your consumers, you may not yet have a license to credibly participate in anything but the most perfunctory commerce occasion. 6. Does your brand or company simply sell in social media and online communities, or does it truly play a valuable and contributing role in the ongoing conversation? Consider your current social footprint. How large and how numerous are your communities? Are they actively engaged with the brand? Are they positive? Inspired? Frustrated? What role does your brand play in this conversation? Before you think about how to sell, think about how to service and support, because social commerce strategies intertwine all this and more. Your community defines the context in which your commerce occasion is happening. Your job is to ensure they match.

HOW TO DEFINE THE RIGHT S-COMMERCE PATH FOR YOUR BRAND As you define what social commerce should mean to your business, expect both challenges and opportunities, and approach them systematically. Prepare your strategy in terms of business, operations and communication:

Business Strategy Consider your sales model: Savvy marketers always explore new models and approaches, but the decision to radically shift the core business is not one to be taken lightly. While social commerce needs to be intrinsic to this strategy and must also enable it, your business should not necessarily change in fundamental ways just to support it.

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Consider your user value: Your audience must find unique value in the social commerce occasion. This value may be found in solving a pain point, bringing something uniquely social to the transaction or offering an incentive. Dont push distributed commerce for the sake of distribution: Explore the meaning of distributed commerce for your business and for consumers in the context of social commerce. Will your consumers feel comfortable making a purchase outside of your domain? If you decide that distributed commerce is right for your business, make sure your consumers can move seamlessly between distributed and hosted solutions, as some of them may not yet be comfortable completing a transaction outside of a traditional retail site. Dont over commit: Be very careful about how you position your efforts. Facebook Pages and Twitter accounts tend to have a perceived permanence in the eyes of the community, and a community is a horrible thing to waste. If youre launching a long-term utility, plan for the long haul and a phased rollout. If youre launching a limited test, be sure you dont over-commit. Mis-steps may come back to haunt you. Dont give it away for free: Youre now in a place where you can reach thousands of potential customers with an enticing promotion or discount. When leveraging discounts and coupons, consider how this will fuel your brand and your long-term success. Dont be afraid to ask for something in return. Plan for the best AND for the worst: What would happen if tens of thousands of customers chose to take part in your initial rollout? Do you have the resources to support this scale? Have you built stopgaps or limits into your offering? Have you messaged them clearly? What if you build it and no one comes? Whats your backup plan? Partner and integrate: Your marketing partners probably have content, products and networks of their own. They likely also have social strategists within their own organizations who could bring unique insight to a joint opportunity. Consider leveraging these partnerships. Dont just run a promotion, earn your customers loyalty: Group discounts and social promotions (including charitable giving) appear to drive business in the short term. Many marketers, however, have complained that these tactics dont attract the right kind of customersthat is, customers come for the offer, but dont come back. At best, these tactics drive fan growth, enabling remarketing (a la CRM) over the long run. After you have invested significant resources in attracting customers attention, it is also your responsibility to earn customer loyalty. Make sure your offer and message invite further interaction, and that you have a game plan for extending this relationship beyond the free drinks. Invite social expression into your product itself: Products with a baked-in disposition towards social expression and interactivity lend themselves naturally to an advocacy/referral-oriented effort. Affinities such as fashion, art, music and sports naturally invite social commerce solutions.

Operational Strategy Identify potential unintended consequences: Social connections exist across and beyond the silos of your business. Any activation may open a dialogue that goes well beyond your intended focus. Anticipate overlap, then coordinate and

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align with key stakeholders. Additionally, its always worthwhile to game out many possible outcomes of your launch. Success may pose a far greater opportunity with broader impact on your sales infrastructure than you initially intended. Iterate: Social commerce is a new environment. It is changing rapidly, so you cant just launch an initiative and walk away. Plan a strategy that allows you to refine and improve your effort over time. Emphasize transparency and ongoing progress. And structure your effort in such a way that users and markets receive value throughout (and perceive that this value is being delivered). Listen and Learn: Make gathering and disseminating feedback as core to your development process as your technologyand this applies to both your customers and your stakeholders, partners and vendors. Think of technology as the storefront, with strategy and delivery as your products. Expect a last-minute curveball or two: Things always come up at the last minute. Whether its a technology glitch or an opportunity that fell into your lap at the 11th hour, make sure you have resources available to accommodate unanticipated needs.

Communications Strategy Make it Yours: Consider how any solution tells your brand story. Are you emphasizing or leveraging something unique to your brand? Unique brand stories matter because differentiation matters. Being first-to-market wont be a differentiator when the competition offers a similar product or service a few years down the lineand rest assured, they will. Educate: You may need to teach your customers and sales teams new behaviors. Many of your customers may be unfamiliar with s-commerce and uncomfortable with its new technologies. This may require a loss leader approach at first, as you incentivize your audience to try new s-commerce solutions. Set expectations: Users and internal stakeholders will not know what to expect of social commerce. There will be concerns, fears and, occasionally, inflated expectations. Clearly communicate what consumers should expect at every stage. Make it simple: The more complex and multi-step the solution, the more confusing it will be to the user, and a confused user is a frustrated userand highly unlikely to complete a transaction. Do not confuse flexibility with facility. Think through your solutions from a users point of view. Embrace user experience in the design. Plan with clarity and collaboration in mind. Craft a launch plan: Just because you build it doesnt mean that they will come. Leverage your paid, owned and earned channels to drive trial and usage. Prepare for the community to go off message: Your community will not only define your success but also control the conversation. While you can design an experience to foster a certain conversation, your community may take this conversation far off-topic. Be prepared to engage other stakeholders within your organization to support the social experience and dialogue as it evolves.

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Overall Strategy in the S-Commerce World Dont just put it in social terms, make it a social experience: A coupon is a coupon, a storefront is a storefront and a cash register is a cash register, regardless of the environment. Social commerce demands a different level of interactivity and involvement. Make sure your storefront gives your customers a reason to see it in a social commerce context before you ever make the occasions available. Dont just sell. Talk, support and build relationships: The true power of s-commerce comes from the combination of the social and commercial disciplines. Dont start a relationship with a sales pitch, start with a dialogue. If you have a successful social marketing practice, be sure that your conversational engagements incorporate your social commerce tools and services, and that your social commerce initiatives incorporate all your social capabilities. This will likely include social, conversational participation and customer service.

DIGITAS S-COMMERCE SOLUTIONS Crafting a well-made and well-planned strategic social commerce solution demands knowledge of the social media space, the expectations of the brand, and a deep understanding of how the qualities of both brand and business can most effectively be leveraged in the social commerce occasion. Digitas carries out strategic planning using quantified analysis and rock-solid data, but it all begins with a conversation between the experts at Digitas and you. Digitas offers the industrys leading start-to-finish solutions. From conducting initial needs assessment through forecasting, market assessment, creative and technology concepting, development and deployment, Digitas brings best-in-class strategy, processes, technology and partnerships to your challenges. We deliver the solutions that will drive your business in tomorrows connected world. About Digitas Digitas, the top global integrated brand agency, builds active brands for some of the foremost companies in the world. With a deep understanding of their clients customers passions and behaviors, the agency combines media creativity, technology, creativity, analytics to ignite emotional bonds between people and brands. Digitas counts Agency of the Year honors from the Festival of Media, OMMA Magazine, Promo Magazine, BtoB Magazine, and Les Agences de lAnne, France, and has been named to the Advertising Age Digital A-List among its many awards. Please reach out for more information: mediarelations@digitas.com newbusiness@digitas.com

Contact For More Information Beth McCabe, Vice President, Social Marketing & Technology, Digitas Beth.McCabe@Digitas.com

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