Professional Documents
Culture Documents
2012 toolkit
Welcome to Warcs
2012 Toolkit a
guide to new ideas
and best practice
in marketing from
around the world.
The goal of this
report is to highlight some of the
key challenges marketers will face
in 2012, and to look at ways major
brands are responding. We have selected ten areas of concern to brands
from metrics to content, and effectiveness to innovation, and in each
one looked at the latest thinking and
best practice. The basis is the wealth
of analysis published on warc.com
our editors have highlighted the most
interesting new ideas and recurring
themes they ve seen on our site and
in our publications.
This report is not a straightforward
trend prediction piece, nor is it a
retrospective; it is designed as a
toolkit to give marketers some insight
into how the worlds best brands are
responding to changing demands,
and to highlight ways other brands
can follow their lead.
We used two key criteria when
compiling this report. First, we
looked for ideas that affect multiple
markets. The trends and challenges
links
To find out more
about the ideas
in this report,
click on the links
highlighted in
blue in the text.
Most will take
you to content on
warc.com
Warc is a subscription service.
Subscribers will
need to log in
to access the
articles. Nonsubscribers can
take a free trial
of the service in
order to view the
pieces.
David Tiltman
International Editor, Warc
david.tiltman@warc.com
www.warc.com
executive summary
Two major trends lie behind the
ideas in this report.
The first is the changing shape of
the global economy, and the rise of
markets in Asia and Latin America
as the key drivers of growth for multinational brands.
Shifts in economic power are influencing the way companies organise
brand strategy. They have to identify
emerging groups of consumers
both in established markets and
emerging ones (1 Consumers). They
have to think more deeply about
what a brand stands for both internationally and locally (2 Brand management). They have to look for new
sources of insight (10 Insight).
The second mega-trend is, of
course, the impact of new media
technology. Mobile, tablets, gaming,
social networking the impact of
these on all areas of business, not
just communications, is still being
played out. And marketers have only
just begun to work out what to do
with the data they produce (9 Data).
This new environment poses huge
questions of brand owners. How do
they measure these channels, and
benchmark marketing programmes
New markets
and new
channels
mean
greater
scope than
ever for
creativity
not just in
communications, but
across
products
and services
www.warc.com
2
Consumers >>
The new middle classes
In the US, multicultural consumers are the new growth market; in
China and India rural and smalltown populations are the focus.
Case studies: P&G, US; Intel, India.
Jump to Action Points.
Content >>
Brand journalism
Some brands are thinking more
like publishers. Brand journalism is a
useful approach to the paid/owned/
earned model of media.
Case study: Nissan, Japan.
Jump to Action Points
Integration >>
Orchestration
New research shows brand-led
orchestration is the most effective
form of integration. TV and social
media are an effective combination.
Case study: Kraft, US.
Jump to Action Points
Innovation >>
Corporate creativity
Product or service innovation is
becoming a key marketing tool, and
can drive the net promoter score.
Case study: Tontine, Australia.
Jump to Action Points
Heinekens Star
player app is an
example of using
sponsorship to
deliver emotional
engagement (5)
Metrics >>
Social ROI
Social media lacks clear metrics. Different types of social activity
will require different measures.
Case study: American Express, US.
Jump to Action Points
10
Effectiveness >>
Return on sponsorship
Sponsorship spend is rising,
but there is still a measurement
gap. Sponsorship is becoming more
focused on emotional engagement.
Case study: Heineken, Europe.
Jump to Action Points
Buzz >>
The many, not the few
Integrating offline and online
word-of-mouth is a growing challenge. Some brands are adopting a
social by design approach.
Case study: Promote Iceland.
Jump to Action Points
Data >>
Real-time planning
Theres plenty of talk about
real-time planning, but few examples
and no clear definition. Flexibility in
budgets and processes is required.
Case study: Wieden & Kennedy, UK.
Jump to Action Points
Insight >>
Cultural connection
Cultural insight is in fashion as brands look for more than a
generic emotional positioning.
Case study: Cadbury, India.
Jump to Action Points
www.warc.com
1 consumers
the new
middle classes
>> How do you keep up with 2012s biggest demographic shifts?
BRIEFING
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
66%
of Adidas
China growth
will come from
tiers 4 to 7 (the
smaller inland
cities)
trend drivers
Given poor economic prospects
10 Insight >>
Cultural connection
PepsiCos Lipton brand targeted young Hispanics using the animated Machete
www.warc.com
tell me more
Americas Hispanic market, and
more broadly the multicultural population, is one of the most significant
trends in US marketing. The expected launch of Cosmopolitan Latina
magazine in May 2012 shows media
companies are also responding.
Several big-name marketers have
overhauled their marketing functions
to ensure that multicultural work is
more than a simple bolt-on activity.
For example, PepsiCo has abandoned its division between mainstream and Spanish-language
marketing. It now looks for ideas that
can run across the new mainstream.
These are backed up by localised instore work, and product innovations
targeting different audiences.
Similarly, Walmart now ensures
each marketing programme speaks
to multiple audiences. It also uses
online channels it has more than 10
million Facebook fans, and multicultural consumers overindex in terms of
fan profiles.
In some of the most important
emerging markets, the new middle classes are a long way from the
established cities. The creation of
new urban centres with millions of
The [2010
US] census
really is
changing
the way a
lot of people
look at
multicultural
[marketing].
Its suddenly
on the radar
of a lot more
people
Ford, Adidas and Walmart have all innovated to appeal to new consumers
consumers presents several issues
to marketers, such as the logistics
of getting products to these centres,
then educating consumers about
products and even entire categories.
Market-building
In India, one of the major challenges
is building new markets rather than
building share. Unilever and Ford
have both been seeking to expand
their categories rather than promote
Tony Rogers,
Walmart Stores
www.warc.com
ethnic expertise
In the US, Procter &
Gamble is investing
heavily in the growing multicultural
population. In 2011,
the worlds largest
advertiser set up
an internal Ethnic
Center of Expertise. The reason?
Intelligent use
of multicultural
Gain was
marketing can
redesigned
generate a return
for Hispanic
thats anywhere from
appeal
two to three to 12 times
greater than unchannelled, undifferentiated advertising, according to
Jodi Allen, P&Gs VP Marketing for
North America.
The consumer goods company has
changed strategy for several of its
brands to boost multicultural appeal
and those changes go beyond ad
executions. For its Gain line of washing-up liquid, the Ethnic Center of
Expertise determined that a change
in product design would boost appeal among Hispanic consumers.
That includes the scent, the visual
approach and the bottle design.
P&Gs Pampers
brand has also
received a multicultural makeover no
surprise given the
higher birth-rates
among Hispanic
groups than the
national average. A
Pampers Latino Facebook
page was set up to engage an
audience that overindexes on its
use of digital channels.
As a result of the campaign, the
brand has seen a rise in trust scores
and increased sales both at the
point-of-entry for Hispanic mothers
into the diaper market and throughout their entire diaper life.
View the full case study
Advertiser
Procter &
Gamble
Agency
Various
Market
US
Other examples:
Toyota, Are you
Venza?, US
Rubicon,
Crossing the
Rubicon, UK
www.warc.com
Advertiser
Intel
Agency
OMD
Market
India
Intel used characters from Indian soap operas to promote its processors
tied up with pay-TV company Star
TV to use characters from its soap
operas in a two-phase campaign.
Using characters from soap
operas to communicate brand messages delivered a 13% rise in brand
preference scores. Intel also found
it had higher unaided awareness
in small towns than it did in some
urban areas.
View full case study
Other examples:
Nestl, Maggi
MasalaaeMagic, India
Vim, The Power
of One, Vietnam
www.warc.com
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
2 brand management
glocal-plus
>> How can you make a brand relevant across different markets?
BRIEFING
trend drivers
PepsiCos Indian
lemonade brand
Nimbooz was the
basis of Egyptian
drink Mirinda
Karkedeh
www.warc.com
tell me more
Are highly localised marketing strategies worth the money? The evidence
suggests they are. An analysis of
entries for the Warc Prize for Asian
Strategy underlined the importance
of local insight and the death of the
global campaign. Localised insight,
it was argued, was significantly more
effective than reapplying an international strategy, and more than repaid
the extra investment.
As emerging markets become more
complex, the need for more local
insight will grow. Two Millward Brown
studies in 2011, one in India and
one in China, concluded that neither
should be regarded as a single
market. In fact, advertising strategies transfer very badly across these
nations, as both have huge regional
variations in culture and in economic
development. The likelihood that an
ad will work in two Chinese cities is
actually lower than the likelihood
that an ad will work in two European
cities. Brands need more than one
local strategy to cope.
Understanding the overlaps and
interchanges between markets is crucial if brands are to use their budgets
efficiently. For example, a paper on
Visa achieves scale by global sponsorships, but localised work drives results
92%
of shortlisted
cases for the
Warc Prize for
Asian Strategy
were based on
local insights
www.warc.com
Advertiser
Stella Artois
1 Consumers >>
The new middle
classes
Agency
Mother
2 Brand
Management >>
Glocal-plus
Market
Global
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
She is a thing of beauty repositioned the beer in the form of a glamorous 1960s female film star, with the
drinker her stylish, charming suitor.
The brand used the idea of a relationship to characterise its standing
in each market acquaintance-toattraction-to-dating-to-courtship-tomarriage-to-divorce. Local market
executions depended on where the
brand stood on that continuum. At
the same time, the brand was able to
Other examples:
Axe, Call Me,
Asia
Snickers, Youre
Not You When
Youre Hungry,
Global
www.warc.com
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
3 integration
orchestration
>> How do you ensure your media channels are working together?
BRIEFING
trend drivers
www.warc.com
tell me more
Orchestration starts with a brand
idea, rather than an advertising
idea, and varies the way that idea
is communicated across channels. It
sounds expensive, but, in fact, some
of the best examples come from lowbudget campaigns.
In the US, the much-awarded
Bolthouse Farms Baby Carrots eat
em like junk food initiative sought to
brand carrots in the same way processed food companies would brand
snacks. This idea informed everything from packaging to distribution
to a game and to media executions.
High-impact TV
Another low-budget campaign
was the Yeo Valley work by BBH,
which had a huge impact on the
dairy brands sales in 2011. The
two-minute ad, featuring a group of
rapping farmers, was a remarkable
example of a piece of high-impact
TV creative that drove engagement
via social media. It also had a paid,
owned, earned media model built
into it from the start. Although the TV
ad was at the heart of the campaign, everything was informed by
a broader brand repositioning, and
Generating
a hard
business
response
does not
require
matching
luggage
Kate Cox, MPG
Johnnie Walkers Keep walking brand idea was the basis of a video initiative in China
www.warc.com
KEY FACTS
The IPAs Datamine.03 study,
Style of integration
2004 3%
16%
66%
Participation-led
16%
Brand idea-led
2006
9%
2008 3%
22%
50%
42%
20%
39%
Advertising-led
No integration
16%
5 Effectiveness >>
Return on
sponsorship
2010
6 Buzz >>
The many,
not the few
Effectiveness success rate (%) of each model (across any hard business metric)
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
16%
36%
39%
9%
80
60
articipation-led campaigns, by
P
contrast, appear to be far less
effective.
40
20
Participation-led
Brand idea-led
Advertising-led
No integration
www.warc.com
KEY FACTS
Warc analysed entries to the
1 Consumers >>
The new middle
classes
2 Brand
Management >>
Glocal-plus
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
36%
37%
Total
entries
Shortlist
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
63%
64%
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
Other entries
10 Insight >>
Cultural connection
www.warc.com
Advertiser
Kraft
1 Consumers >>
The new middle
classes
Agency
Crispin Porter +
Bogusky
2 Brand
Management >>
Glocal-plus
Market
USA
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
Other examples:
Cadbury, For the
Love of Wispa,
UK
HSBC, The
Worlds Local
Bank, Global
www.warc.com
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
4 innovation
corporate creativity
>> How do you use innovation to drive marketing return on investment?
Copyright Warc 2012. All rights reserved.
BRIEFING
trend drivers
In just 12
months,
weve seen
the need for
strategists to
think more
in terms of
the complete
business
opportunities
Andrew Delbridge,
Jay Chiat Awards
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
tell me more
Product innovation is now a huge
priority for consumer goods and food
and drink firms, as it is key to driving
revenue growth. But evidence suggests that brands should be looking
at both product and service innovation closely. Creativity, it is argued,
should not be a niche; it should be
applied across an organisation.
The case for corporate creativity
is set out by James Hurman, Planning Director at Colenso BBDO. He
says creativity is most effective when
applied across an organisation and,
at a time when measures of recommendation or word-of-mouth are
becoming more important, product or
service innovation are crucial.
Entrepreneurial shift
Its worth reading the analysis of
Andrew Delbridge, Chairman of the
Jay Chiat Awards, who argues that
entrepreneurial strategies came of
age in 2011. He cites cases from this
years prize that demonstrate the
way brand strategists are thinking.
There is plenty of literature on
apps. Some of the most interesting
examples are brands in low-interest
categories using apps to engage
Winning innovations
Coca-Colas Japanese I Lohas brand
showed the power of innovation,
using a crushable bottle to give it an
eco-friendly positioning. The launch
won the inaugural Warc Prize for
Asian Strategy in 2011, and case
study author David Elsworth discussed the findings with Warc.
Expect to hear more about this
topic in 2012. Unilever marketers
recently unveiled a ten-year plan
they termed more magic, less logic.
The goal was to boost innovation,
particularly around use of technology, and to be more open to trying
and failing. Similar views have been
voiced by the Chief Consumer Officer
of Mars Chocolate, who offered a
10-point guide to innovation.
Also, look at Cokes 70/20/10 rule
for marketing investment. 70% goes
on tried-and-tested ideas; 20% on innovating based on what has worked;
and 10% on new innovations.
Watch out for more on this subject
when the Warc Prize for Innovation,
a $10,000 global case study prize,
concludes in early 2012.
When you
are working
on 10%
ideas, you
have to
overinvest in
measurement
because you
are unlikely
to have the
familiar
benchmarks
and metrics
Jonathan
Mildenhall,
Coca-Cola
www.warc.com
KEY FACTS
There is evidence to support
1 Consumers >>
The new middle
classes
2 Brand
Management >>
Glocal-plus
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
NPS
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
A
brands communications, in
contrast, scored just 5%.
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
Word-of-mouth 8%
Competitive activity 6%
Communications 5%
Source: Colenso BBDO, quoted by James Hurman
www.warc.com
expiry date
A great example of applying creativity to the product rather than the ads
comes from Australia, where pillow
manufacturer Tontine won the Grand
Prix at the 2011 Effies.
Tontine had more than a 50%
share of the pillow market, but the
category was stagnant with little
differentiation, retailers own-label
was stealing share, and price promotions were the dominant form of
marketing. In this environment, the
Advertiser
Tontine
Agency
Happy Soldiers
Market
Australia
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
The First Pillow With An Expiry Date campaign saw Tontine re-energise the Australian pillow market
Other examples:
Gatorade,
G-Series Product
Launch, US
Fiat, Fiat Mio,
Brazil
www.warc.com
10 Insight >>
Cultural connection
www.warc.com
5 effectiveness
return on
sponsorship
>> How can brands maximise the value of their sponsorships?
BRIEFING
The key
motivation
is no longer
just about
maximising
brand
visibility and
awareness
PricewaterhouseCoopers,
Changing the
game report
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
trend drivers
Sponsorship spend has been
www.warc.com
tell me more
A recurring lesson of the sponsorship cases and research published
by Warc is that effectiveness lies in
the activation. That was certainly the
finding of a Vietnamese study into
the impact of sponsorship strategies
around the 2010 World Cup. Several
official sponsors failed to gain the
recognition they desired because
their activation let them down.
Combining the right property with
smart activation is known as doubledipping at Hewlett-Packard. The
company has business-to-business
tie-ups with the Davis Cup and the
Sundance Festival. For both, it looks
first at the opportunity to reach a
particular audience; it then looks
at what else it could do with the
property hosting a customer event
at Sundance and running an in-store
promotion around the Davis Cup.
Similarly, Xerox has four criteria
when looking for a sponsorship: a
property that will make an impact
with the right audience, a long-term
partnership that will build, an opportunity for innovative activation and a
VIP experience for clients.
Long-term partnerships appear
most effective, especially when it
$700m
General
Electrics
incremental
sales from its
2008 Olympics
sponsorship
Measurement solutions
As Paul Feldwick has pointed out,
sponsorship programmes have
become large, amorphous initiatives
that defy attempts to pin a value on
them. A major sponsorship deal will
have several measures relating to
customer or employee engagement,
sales uplift, content views, and other
brand health metrics. IEG Chairman
Lesa Ukman, speaking at the companys annual sponsorship conference,
argued that using ad metrics was not
enough to measure engagement levels generated by good sponsorship.
Ukman offered a number of tips for
marketers measuring sponsorship
activity. One of the most important
was to operate in perpetual beta.
Brands that sign up to multi-year
sponsorships can use each year as a
learning experience and build the relationship over time, meaning return
on sponsorship builds.
www.warc.com
7
6
5
4
3
2
0
North America
Latin America
Asia-Pacific
EMEA
7 Content >>
Brand journalism
North America
4%
28%
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
KEY FACTS
Latin America
Asia-Pacific
34%
10 Insight >>
Cultural connection
EMEA
34%
Source for charts: PricewaterhouseCoopers,
Changing the game, via Warc News
www.warc.com
investment in measurement
What percentage of a sponsorship budget is spent on pre-selection research to evaluate fit?
1 Consumers >>
The new middle
classes
1%
None
16%
2 Brand
Management >>
Glocal-plus
3 Integration >>
Orchestration
KEY FACTS
4 Innovation >>
Corporate creativity
39%
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
None
23%
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
40%
36%
www.warc.com
Advertiser
Heineken
star player
One of the most impressive recent
pieces of consumer-focused activation comes from Heinekens Star
Player initiative. The goal was
to generate more value from the
brands sponsorship of the UEFA
Champions League.
The starting point was the dualscreen behaviour of people watching
the Champions League at home, with
a computer on at the same time. Fans
were using social media to discuss
what they were seeing.
Heineken decided to get involved
with this behaviour by turning it into
a game. Launching in 2011, Star
Player is a Facebook app that allows
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
Agency
AKQA
Market
Europe
Other examples:
Hero Honda,
Come Back to
Hockey, India
General Electric,
Beijing Olympics,
China
www.warc.com
3
4
se multi-year sponsorships as
U
learning experiences make each year
more sophisticated than the last.
2 Brand
Management >>
Glocal-plus
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
6 buzz
BRIEFING
trend drivers
Emphasis
seems to
be shifting
from a focus
on social
media to an
integrated
approach
Molly Flatt,
1000heads
T
he rise of social media has led
to more detailed research on the
nature of networks and WOM.
But some of this research points
to the enduring power of offline
recommendations.
New research also points to the
limitations of an influencer
approach in driving sustained
word-of-mouth.
www.warc.com
tell me more
The role of influencers was one of
the most hotly discussed topics at
the 2011 Word-of-Mouth Marketing
Summit in Las Vegas, with divergent
views on the value of directly engaging well-connected individuals. The
debate highlighted that there is not
yet a consensus about how best to
plan WOM.
In a recent Admap piece, Molly
Flatt of 1000heads argued that the
influencer model was too simplistic.
She unveiled research into the purchase decisions of British mothers,
showing how important it was to look
at the way people balance online
opinions with offline advice, and
how different types of buyer react to
social influence.
Drivers of WOM can vary hugely
by category, and this is an argument made forcefully by Mark Earls,
an author who focuses on humans
desire to mimic others around them.
Purchase behaviour can vary hugely
between categories in some it may
be based on rational choice, in others clueless guessing, directed copying or random copying. A WOM strategy will have to vary accordingly.
IT is an example of a category
www.warc.com
Online vs offline
1 Consumers >>
The new middle
classes
100
2 Brand
Management >>
Glocal-plus
80
4 Innovation >>
Corporate creativity
20
7 Content >>
Brand journalism
81%
60
40
6 Buzz >>
The many,
not the few
3 Integration >>
Orchestration
5 Effectiveness >>
Return on
sponsorship
KEY FACTS
10%
0
Face-to-face
conversations
9%
Via telephone
Online
Source: Keller Fay, quoted in Warc News
2011
80
8 Metrics >>
Social ROI
60
9 Data >>
Real-time planning
40
10 Insight >>
Cultural connection
20
0
80%
80%
87%
68%
T
his UK finding is very similar
to the Keller Fay research in the
US. Again, more than 90% of
brand mentions are offline.
However, research from US
www.warc.com
Advertiser
Promote Iceland
Inspired by Iceland
The multi-award-winning Inspired
by Iceland campaign is a great example of planning for WOM without
relying on influencers.
The background was the volcanic
eruption in April 2010 that filled Europes skies with ash and halted air
travel. That led to weeks of negative
publicity about the country.
The tourism body had a limited
budget ($3 million) to respond. Its
goal was to rebuild the countrys
image and boost bookings from key
European markets and the US.
Key to the campaign thinking
was a finding from research: 80%
of people who have visited Iceland
share stories from their holidays and
recommend the destination to friends
and colleagues. The marketing programme recognised this offline WOM
behaviour and sought to build on it.
Rather than target influencers and
wait for them to spread the word, the
campaign needed to mobilise a lot
of people quickly. The Inspired by
Iceland campaign used the countrys own citizens to tell their stories
online. Iceland hour was launched
by the countrys president, and gave
Icelanders social tools to share sto-
Agencies
The Brooklyn
Brothers,
Islenska
Markets
Europe, US
Other examples
First Direct, First
Direct Live, UK
Maybelline,
BB Kong, China
www.warc.com
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
7 content
brand journalism
>> How does content fit in with owned and earned media?
BRIEFING
trend drivers
www.warc.com
tell me more
IT brands have been some of the
early adopters of brand journalism
unsurprisingly, as their core customers are highly connected, information-hungry and very engaged with
non-traditional news sources such
as blogs. In China, IBM has had success with its ITer publication.
An Admap article provides a useful
process guide to brand journalism. It
starts with monitoring conversations
online, then assessing where there
are spikes, engaging in dialogue,
leading the conversation through
news and reviews, and ultimately
publishing content that will be relevant to consumers and which puts
across the brands point of view.
Journalistic and transparent
The key is that brand stories are honest, transparent and built around unexpected truths. Its what makes them
journalism rather than advertising.
Brand journalism is one of the new
forms of storytelling that brands are
developing. Coca-Colas Liquid and
Linked manifesto sets out some of
the ideas behind it. The company
describes its priorities as storytelling
and scale producing content on a
Dell creates
30% of the
content itself
and the
other 70%
originates
from other
sources
Jonathan Byerly,
Chief Content
Strategist, Dell
IBM
20119
ITer
has been a hit for IBM in China
Oranges The Feed blog is similar to traditional publishing in its look and feel
www.warc.com
Advertiser
Nissan
1 Consumers >>
The new middle
classes
Market
Japan
2 Brand
Management >>
Glocal-plus
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
Other examples:
AT&T, AOL and
the Jonas Brothers,
Cambio, US
Goodyear,
A Lifetime
Commitment to
Safety, China
www.warc.com
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
8 metrics
social roi
>> How do you know your social media activity is working?
BRIEFING
trend drivers
Its too
difficult and
too early to
measure
social media
effectiveness
in terms of
incremental
sales
Richard Pentin,
IAB Social Media
Council
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
tell me more
Speaking at Warcs Social Media: Beyond the Hype conference,
Richard Pentin, member of the IAB
(UK) Social Media Council, advised
marketers that there were four As
against which they should benchmark social media: awareness,
appreciation, action and advocacy.
Each campaign will have a different
mix of these outcomes, and should
use different metrics accordingly.
There are (imperfect) methods of
calculating a cost-per-thousand on
reaching Facebook fans, but this
earned media should be viewed as
additional to a paid media plan, not
a cheap replacement. Rather than
using social media purely for reach,
it is a better idea to use it to amplify
an idea used elsewhere, particularly
a TV ad or other piece of content.
Brands such as Europcar have taken
this approach.
Engaged customers
One of the main reasons consumers
follow brands is to get discounts.
With a highly engaged community, it
is possible to run social media-based
campaigns that reward consumers
and feed directly into sales. Jimmy
Were not
bringing in
millions, but
thats not
our goal
Fergus Boyd,
Virgin Atlantic
Brand management
But there are other approaches
that will require different measures
again. On a short-term basis, crisisresponse campaigns often use social
media to manage a brands reputation. More broadly, of course, there
are opportunities to use communities
as sources of insight.
The value of social media, then,
depends on a complex (and everchanging) mix of earned media
value, sales uplift and brand metrics.
But, ultimately, its not about the
number of fans, its about what you
do with them.
www.warc.com
2 Brand
Management >>
Glocal-plus
6 Buzz >>
The many,
not the few
85%
Increased loyalty
85%
Increased chance of
advocacy/recommending
50%
45%
15%
10
20
30
40
50
60
70
80
90%
Not sure
23%
8 Metrics >>
Social ROI
7 Content >>
Brand journalism
9 Data >>
Real-time planning
75%
Federation of Advertisers,
Millward Brown and Dynamic
Logic showed the gap between
interest in social media and
measurement of it.
80%
A deepened level of
engagement with our brand
3 Integration >>
Orchestration
5 Effectiveness >>
Return on
sponsorship
1 Consumers >>
The new middle
classes
4 Innovation >>
Corporate creativity
KEY FACTS
Good
Average
50%
10 Insight >>
Cultural connection
Poor
18%
9%
Source for charts: WFA/Millward Brown/
Dynamic Logic, via Warc News
www.warc.com
KEY FACTS
Several US companies have
1 Consumers >>
The new middle
classes
Value according
to Vitrue (2010)
2 Brand
Management >>
Glocal-plus
$3.60
Value according
SocialCode (2011)
$10
3 Integration >>
Orchestration
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
Value according to
Syncapse (2010)
$136
www.warc.com
Advertiser
American
Express
Agency
Crispin Porter +
Bogusky
Market
US
More than 1.2 million people joined
the American Express Small Business
Saturday Facebook community
Other examples:
Motorola, ME511
launch, China
Dell, Swarm,
Singapore
www.warc.com
Dont
look for an all-encompassing
measure of social media ROI. Set
different KPIs for each initiative that
uses social media, and find ways to
measure them.
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
9 Data
real-time planning
>> How can you respond to live information?
BRIEFING
trend drivers
Real-time
data only
becomes
real-time
planning
when that
data is
turned into
real-time
ideas
Craig Mawdsley,
AMV BBDO
an opportunistic approach to
marketing, overlapping with
ideas such as newsjacking.
www.warc.com
tell me more
At the moment, examples of real-time
planning are mostly tactical shifts to
a campaign strategy post-launch
for example, producing extra content
(as in the quick-turnaround video
clips that followed up Old Spices
The man your man could smell like
campaign), or merchandise (as with
the cuddly meerkats based on the UK
Comparethemarket.com work).
There is also the related trend of
newsjacking, where brands try to
use current news stories as an opportunity to put across their point of view
and generate earned media.
The always-on approach
The big question is whether real-time
planning can evolve into something
different an always-on approach to
brand management that can react
to shifts in sentiment or new events.
This is easier said than done.
Converse has made some strides
in the US in the past few years, moving away from a campaign mentality
toward something more fluid. For
example, the brand used Google
search data to connect with its teenage audience: when it noticed that
there were weekly peaks on the term
Vision
remains
intact, but
tactics
move in
response to
opportunity
Martin Bailie,
glue Isobar
Meerkat toys were spun off from the successful Comparethemarket.com work
spelling bee, it bought up the term
and directed users to a mini-game.
It also used its products to this effect,
customising shoes around Halloween, Mardi Gras and other events.
One issue to bear in mind is that
real-time planning still requires a
carefully thought out brand strategy. A brand needs to know what its
stance is if it is to respond meaningfully to real-time developments.
Another issue is how real-time
planning is budgeted. An Admap
www.warc.com
Agency
Wieden &
Kennedy
off on
In 2011, the Account Planning Group
in the UK introduced a real-time
planning category in their Creative
Strategy Awards. The inaugural gold
award winner was an internal initiative by Wieden & Kennedy aimed at
saving energy.
The problem the agency faced was
finding an incentive to make people
switch off lights or office equipment
when they werent in use. The solution was to illustrate the tangible
impact of doing so.
The company partnered with
SolarAid, an NGO working in Africa,
in a scheme which saw every penny
saved in energy in London converted
into solar power funding for a school
and orphanage in Nairobi, Kenya. To
raise the 2,500 they needed would
require an 8% reduction in energy
usage in London.
The real-time element came from
energy monitors that could read the
energy consumption of the office and
demonstrate what this meant for the
SolarAid target. The findings were
then translated into happy or sad
house icons to let employees know
when they were doing well and when
they needed to try harder.
Market
UK
Wieden & Kennedy used icons to illustrate its energy-saving results in Nairobi
As the initiative progressed, the energy monitors could see which measures were having the most impact.
For example, sharing stories from the
orphanage caused dips in energy
usage. That meant the team could
develop more effective responses
(including an exhibition of drawings
from the school).
The result was a 9% drop in energy
use despite a 35% rise in headcount.
View the full case study
Other examples:
Nike, Grid, UK
IBM, Seer 2.0, UK
www.warc.com
10 Insight >>
Cultural connection
www.warc.com
10 insight
cultural connection
>> How do you use cultural insight to engage consumers?
BRIEFING
trend drivers
Ogilvys Big
IdeaL was
employed for
Shangri-La
hotels
www.warc.com
tell me more
The term cultural innovation has
been coined by Douglas Holt and
Douglas Cameron, who argue that
marketers have become obsessed
with more quantifiable ideas such as
consumer need-states and brand
truth. They add that brands focusing
on these concepts have ended up
pursuing emotional positionings that
are ever more vague happiness,
fun or confidence, for example. Cultural innovation provides an alternative source of insight.
The key is not just to analyse the
culture in which a brand is operating,
but to find ways to give a product
an ideology that matches a cultural
shift, then expressing that ideology
through packaging, retail, communications, internal marketing, events
and so on. A recent ESOMAR paper
builds on these ideas and looks at
cultural insight as a third space in
market research (the first two being
consumer insight and brand insight).
Being culturally relevant
Its often the case that start-up
brands, especially ones built around
the vision of a founder, have this kind
of cultural ideology hardwired into
Mothers use of cultural insight in its Ikea planning has improved sales and brand health
There is an
emotions
arms race
as brands
vie to own
the top
emotion
words
Douglas Holt and
Douglas Cameron
www.warc.com
Advertiser
Cadbury India
Shubh Aarambh
Indias marketers seem particularly
keen to give their brands cultural
relevance, judging by the entries to
the Warc Prize for Asian Strategy. A
great example is the Shubh Aarambh campaign for Cadbury Dairy
Milk, which managed to lift sales of
all Cadbury products in the market,
even though the brand was already
market leader.
The key was to recognise the
cultural importance of sweet treats
and to find a way for chocolate (and
Cadbury Dairy Milk) to fill that role.
Although Indians have a famously
sweet tooth, chocolate was seen as a
childrens treat rather than an adult
indulgence. Cadbury had achieved
success in positioning chocolate as
a celebration product, but wanted to
expand consumption further.
The brand embarked on a study
of the cultural codes of consumption
of all kinds of sweet. The insight was
that traditional Indian sweets played
a role when Indians set out on a new
venture. Eating sweet things is seen
as auspicious for example, before
exams or before a journey.
The brand applied this insight to
more modern scenarios, such as a
Agency
Ogilvy & Mather
Market
India
Cadbury used cultural insight in India to increase Dairy Milk sales by 33%
boy asking a girl out on a date.
It associated these moments with
chocolate. This idea was fed into a
dramatised TV-led campaign.
The campaign had a major
business impact. Dairy Milk sales
jumped 42% in value and 33% in
volume over the previous year. The
overall Cadbury brand portfolio
saw volume sales rise by 25% and
value by 33%. Brand health measures rose significantly.
View the full case study
Other examples
Stride, Japan
Launch
Shangri-La, Its In
Our Nature, Asia
www.warc.com
3
4
4 Innovation >>
Corporate creativity
5 Effectiveness >>
Return on
sponsorship
6 Buzz >>
The many,
not the few
7 Content >>
Brand journalism
8 Metrics >>
Social ROI
9 Data >>
Real-time planning
10 Insight >>
Cultural connection
www.warc.com
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