J WT SOCIAL MEDIA CHECKLIST

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WHAT WE'LL COVER

• Background and Objective

• Methodology

• Our Social Media Panel

• Our Social Media Checklist

• Appendix

- Additional social media cases

- Learn more about our panel members

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BACKGROUND AND OBJECTIVE

While the fast-moving social media sphere is still in its infancy, it's getting increasingly crowded and, as a result, increasingly confusing. It's humbling-the Twittersphere delivers new headlines to digest seemingly every nanosecond. But it's exciting at the same time.

Whether today's social media darlings will thrive or go the way of Friendster doesn't matter as much as how this media platform-which is clearly here to stay-is changing consumer attitudes and behavior and how it should drive brand behavior.

Our objective here is to deliver actionable social media recommendations for brands, with case studies that help illustrate these ideas.

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METHODOLOGY

We spoke with a panel of 18 professionals in the social media sphereboth internal and external to j\,vr-to develop a point of view on best practices for brands.

Their value to the project was their capacity to:

• Be three to five years ahead of the general consumer in terms of awareness/ adoption of new media tools, brands, behaviors and attitudes.

• Notice past and current trends and reflect on them.

• Comment on their own experience and relate it to broader social and consumer trends.

• Act as de facto gatekeepers, validators and thought leaders by virtue of their connections and visibility.

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QURPANEL*

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LORRIE THOMAS CEO, Web MarketinS Therapy

SHERI SULLIVAN consumer dialogue' director, Team Detroit

DAVID ROSENBERG dlrec tor of emerging , media, JWT New York

PETER KIM, managing partner, North America, Dachis Group

MIKE BRACKEN technology directo~, development, Guardian News & Media

JO HN BATTELLE founder /chairman; CEO, Federated Media Publishing

ANDREW KEEN author, Cultojfh; Amateur: How fhe Internet Is Ki /ling

Our Culture

CHRISTIAN BOLLING,

OS RAM spokesman; PR professional

GUY KAWASAKI managing directo;, Garage Technology

Ventures; co-founder; Alltop

TARUJAIN, managing director, XMAsia

DANIEL KING director of digita't, JWT Melbourne

PAUL SCHOKNECHT,

senior partner, digi tal experience director, JWT

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*See Appendix for bios of panel mem bers

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OUR SOCIAL MEDIA CHECKLIST

1. Stop, look and listen

2. Got social vibrancy?

3. Consider linking up with existing successes

4. Quality over quantity

5. Figure out who's speaking and what their voice is

6. What's the value exchange?

7. Assume the worst

8. Empower your advocates

9. Don't constantly defend your brand

10. (Truly) address the issues

11. Fuellongevity

12. You don't have to be social to be social

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1.

STOP,

LOOK AND LISTEN

EVALUATE THE FULL SPECTRUM OF YOUR SOCIAL MEDIA PRESENCE.

IF IT'S NOT TRULY BASED IN YOUR OVERALL STRATEGY, ENGAGE IN A RETROSPECTIVE PLANNING PROCESS: Do THE PLANNING ALMOST IN

ISOLATION OF WHAT YOU'RE CURRENTLY DOING IN SOCIAL MEDIA.

ALSO CONDUCT A SOCIAL MEDIA AUDIT TO DETERMINE WHO'S

TALKING ABOUT YOUR BRAND, COMPANY AND/OR CATEGORY, WHERE THEY ARE AND ''''HAT THEY ARE SAYING. THEN START

BUILDING A PLAN AROUND THOSE FINDINGS.

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"A lot of brands jumped in and said, 'I need a Facebook, I need a MySpace, I need to share all of my content everywhere.' But often it's lacked a brand tone of voice. And it's just created some form of presence that's not based on strategy at all.

'Take an arm's-length approach and say, 'If I didn't have all those presences there, am I doing this right? And if I'm not doing this right, what should I be doing, and how should I change it in order to get there?' Some people might have heavy commitments with staff employed to manage their social presence but in the end decide it's inappropriate for their brand. And they want to maybe just create richer content that people can share. I think the only way to get there is to sit down with brand strategists and managers and agencies and define, 'What is our opportunity socially? Are we doing this right? How should we change?"

-DANIEL KING, director of digital, JWT Melbourne

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STOP, LOOK AND LISTEN

"Start listening before you create the brand's social media identity: what they say, where, who. A dialogue is not only speaking but listening and understand what they are saying."

"Go through a process and determine who are your customers, where are they talking and congregating, and what are they talking about? So then you can start building the plan with, 'Do you have anything that can even be relevant? Are people even talking about you? Are you going to have to start from scratch, or

do you have an issue of negativity you have to resolve?'"

-SHERI SULLIVAN,

consumer dialogue director, Team Detroit

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-JAVIER REYES,

founding partner, CEO, Sixjumps

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"We start social with listening and monitoring and seeing what the conversations are ... to gauge what our efforts should be-that forms the base for our engagement."

-PAUL SCHOKNECHT,

senior partner, digital experience director,jWT

STOP, LOOK AND LISTEN

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2.

GOT

SOCIAL VIBRANCY?

DOES YOUR BRAND HAVE SOCIAL VIBRANCY? Do CONSUMERS CARE ENOUGH TO TALK ABOUT IT? IF NOT, MAYBE YOU DON'T BELONG IN SOCIAL MEDIA.

HOWEVER, WHILE A CATEGORY MAY AT FIRST SEEM LIKE A LOWINVOLVEMENT CATEGORY AND NOT RIGHT FOR THE SOCIAL MEDIA

SPACE, CHALLENGE YOURSELF TO DISCOVER IF THERE ARE CONVERSATIONS TO BE HAD THERE-AND OPPORTUNITIES TO CREATE THOSE CONVERSATIONS. SOMETIMES AS A BRAND, YOU JUST WANT TO BE REACHABLE WHERE EVERYONE ELSE IS.

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"It seems like we're getting to a different phase of the game where you've got to have some minimal degree of brand love to start out with, plus have the staff and the monetary commitment to make a good effort of it, and then a good dose of luck to get to means that propel you forward. It's not as easy as it used to be."

-PETER KIM,

managing director, North America, Dachis Group

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"Some topics are more socially vibrant than others. No matter how often, how you try, you can't force a conversation about something people don't care to talk about."

-SHERI SULLIVAN,

consumer dialogue director, Team Detroit

'The category might be too boring to be in social media."

-CHRISTIAN BOLLIN G,

OSRAM spokesman; PR professional

"The brands that belong in a social media space will be the brands that users take to that space independently of the activity of the brands .... There are several companies that fight very hard to get into social media, they make a big deal about doing it, but it's like an 'empty pub' syndrome-they have all the tools and all the effort, but they don't have the noise, the signal. It's just not really that strong because there's not enough people who are that bothered about those brands in a social context."

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-MIKE BRACKEN, technology director, development, Guardian News & Media

GOT SOCIAL VIBRANCY?

SHARE. VOTE. DISCUSS. SEE.

You know better than anyone else what you want from Star-bucks. So tell us. iNhat' your Starbucks Idea? Revolutionary or simplewe want to hear it. Share your ideas, tell us what you think of other people's ideas and join the discussion. We're here, and we're ready to make ideas happen. Let's get started.

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The site My Starbucks Idea encourages customers to submit any ideas related to the coffee chain. Users can view, vote on and discuss submitted ideas. "Idea Partners"-employees from various Starbucks departments-participate in these discussions. Starbucks eventually announces which ideas it's acting upon. The site is at once a crowdsourcing tool, a market research tool that brings customer priorities to light and an online community. It works because Starbucks is the kind of dominant brand that inspires strong opinions among its customers.

GOT SOCIAL VIBRANCY?

"Even brands that are less consumer-focused, I can still see a need for, in a business-to-business sense, allowing social media to help facilitate a more simple interaction or to help relay information directly from the company with an open, transparent, trustworthy and welcoming approach to their audiences."

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-DANIEL KING,

director of digital,JWT Melbourne

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"It's all mental. If you think you're a boring brand, you will be a boring brand. I am hard-pressed to think of a brand that cannot use social media in some interesting way. This is very similar to the marketing question, 'What if my product is a commodity?' If your product is a commodity, you're a lousy marketer."

-GUY KAWASAKI, managing director, Garage Technology Ventures; co-founder, Alltop

GOT SOCIAL VIBRANCY?

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It would seem an unlikely move for a bank to jump on the Twitter bandwagon-there's not much opportunity to dole out financial help to clients via 140 public-facing characters. But Wachovia has built an active presence on Twitter, where Jay (f'lR) and James OCA) tell followers they're ready to answer any banking questions. Much of the time they're directing people to 800 numbers or reminding them to keep financial information private on Twitter, but what matters is that they're reachable and forward-looking.

GOT SOCIAL VIBRANCY?

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3.

CONSIDER

LINKING UP WITH EXISTING SUCCESSES

IF YOU BUILD IT, THEY ,t\TON'T NECESSARILY COME. SEE IF THERE'S A CONVERSATION UNDER WAY THAT YOUR BRAND WOULD LIKE TO JOIN. RATHER THAN CREATE SOMETHING NEW, CONSIDER CONNECTING WITH SOMEONE WHO ALREADY HAS A PRESENCE OR LEVERAGING A MOVEMENT OR CONVERSATION ALREADY HAPPENING.

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"In Greek culture, a 'parea' is a group of friends who gather together to share about life, philosophy, values, ideas. It's a venue for the growth of the human spirit, where friendship is about people exploring each other; it's a longlasting circle .... There are existing pareas out there; those pareas may be sponsored, those pareas may be accessed."

-NATHANIEL HANSEN,

co-founder, The Socializers

"The thing about social media is it lends itself to powerful individuals rather than organizations. And if organizations are going to survive, they may have to kind of nail their flag to those individuals. The power structures have been shifted on their heads. Whereas the individual was less powerful than the organization in the 20th century, in the 21st century, I think you'll see more and more powerful individualsthey're like barons, we're returning to the Middle Ages."

-ANDREW KEEN,

au thor, Cult of the AmateuT

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''A lot of companies are setting up destinations, and not deploying listening. They're just setting up real estate, but they don't really know how to use the tools. So they use it as a replacement for advertising. They try to just replicate advertising messaging, in a space that's not designed for advertising messaging solely."

-JAMES ANDREWS,

managing partner, everywhere

CONSIDER LINKING UP VVITH EXISTING SUCCESSES

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In 2009, Nokia teamed with U.K. pop band The Noisettes for this project, which mirrored what already happens at concerts-filming video clips on

mo bile devices and sharing them online. 100 Noisettes fans were invited to use Nokia devices to film their Saturday night out, including a Noisettes show. The footage was used to create a promo for the band's song "Saturday Night." Additional footage was uploaded to a website where fans can make their own versions of the promo and share them on Facebook.

CONSIDER LINKING UP WITH EXISTING SUCCESSES

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4.

UALITY

OVER QUANTITY

THE INITIAL THRILL OF ACCUMULATING TENS OF THOUSANDS OR MILLIONS OF FRIENDS OR VIEWS IS OVER. AN ARMY OF FRIENDS, FANS AND FOLLOvVERS IS MEANINGLESS IF YOU'RE NOT REACHING THE RIGHT AUDIENCE AND/OR MOTIVATING THE DESIRED ACTION (E.G., A SALE, A QUALIFIED LEAD).

CLEARLY DEFINE YOUR SUCCESS CRITERIA UPFRONT, THEN APPROPRIATELY LEVERAGE SOCIAL MEDIA TO DELIVER ON IT.

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"One of the things I would recommend is to not focus on a high quantity of followers but on who do you actually want to be your followers?"

''You should measure the success of a YouTube video not on how many views you got but how many conversations did it create."

-PAUL BEELEN,

head of interactive media, Canal 13

-JAMES ANDREWS,

managing partner, everywhere

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''Who are our customers? Who is our target audience? And how can we produce content and have conversations that really resonate with them and ring true to who we are, all the while making sure to answer concerns and questions that any individual might have in regards to us? At the end of the day we want to be surgical in our approach; it's not about 'Hey, let's try to put a piece of content out there just to get picked up virally,' We are not interested in having 10 million views on a video unless they are the right people."

-PAUL SCHOKNECHT,

senior partner, digital experience director, j"WI

OUALTIY OVER OUANTTIY

.._ .._

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For Burberry's site Art of the Trench, launched in November 2009, the brand encourages customers to take part in "a living document of the trench coat and the people who wear it" by submitting photos of themselves in its signature coat. The site also includes photographs from professionals such as The Satorialist. All images can be "liked," but leaving a comment requires users to log in. While Burberry has a large following on Facebook and Twitter, this project is more exclusive, bringing together Burberry owners and advocates to pay tribute to the timeless Burberry coat.

QUALITY OVER QUANTITY

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5.

FIGURE

OUT WHO'S SPEAKING AND

WHAT THEIR VOICE IS

How DO YOU ADAPT YOUR BRAND'S VOICE TO SOCIAL MEDIA?

As WHOM ARE YOU SPEAKING? THE CEO OF A COMPANY? THE CMO OF A

BRAND? HEAD OF CORPORATE COMMUNICATIONS OR CUSTOMER SERVICE?

IF IT'S THE BRAND ITSELF THAT'S SPEAKING, FIGURE OUT HOW TO TRANSLATE ITS PERSONALITY TO THIS SPHERE-THE BRAND'S VOICE, TENOR,

SENTIMENT AND PURPOSE IN SOCIAL MEDIA-AND STAY CONSISTENT.

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"You need to take what was the brand

style guide-how it is that people should proceed as a brand, whether it's in newspaper ads or television commercials, etc.-and [figure out] how you adapt that for social. We've always talked about humanizing the brand, but it's almost like you have to add the word 'really' now. You still have to have a brand worthy of connections, which goes back to the old Branding 101, but at the same time it needs to be modified and adapted for how you engage any social networks overall.Just having a presence isn't enough. In fact, just having a presence in a non-strategic way starts to set you up [for problems]."

-BRIAN SOLIS,

principal, FutureWorks; author, Engage

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"Brands are more 'human' because of social media. For example, Com cast

is @comcastcares/Frank Eliason these days. Many of the Twitter accounts

of major brands have increased the perception, if not reality, of approachability of the brands."

-GUY KAWASAKI, managing director, Garage Technology Ventures; co-founder, Alltop

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"We're now in the era of P-to-P marketing: people to people. And organizations are no longer these big organizations-they're people too. There are people behind organizations, there are CEOs with strong views and values, and social media is allowing people to collaborate and converse."

-LORRIE THOMAS,

CEO, Web Marketing Therapy

FIGURE OUT WHO'S SPEAKING AND WHAT THEIR VOICE IS

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"Consumers who have contact with brands online search for dialogue between their digital identities and the brand digital identity, and they search for dialogue with other users close to the brand. But brands are not ready for this dialogue because they haven't got this digital identity to talk to. A brand digital identity is not a corporative site but a place where

a user can interact in different ways with the brand and other users."

-JAVIER REYES,

founding partner, CEO, Sixjumps

"I think consumers are more aware of brands as a partner; brands could playa role as a partner in their lives. So maybe they feel like they can reach the people behind the brand with social media .... I'm more in favor that there are people behind the brands. The people behind the brand are a company forming the communication, and by talking to customers, designing their product. So everything that's visible for the customer is somehow done by some people that have thought about not their brand but their product."

-KARSTEN RIEKE,

product manager, XING

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"If it's appropriate for Singapore Airlines to talk about something, then fine. If it's appropriate for Casey from Singapore Airlines Service, then use it. Just really put yourself at the other end of the conversation to see what makes better sense to you as the customer receiving it. We tend to overanalyze it, whereas sometimes it's just simpler to react to the situation of the customer."

-TARUJAIN,

managing director, XM Asia

FIGURE OUT WHO'S SPEAKING AND WHAT THEIR VOICE IS

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CEO Tony Hsieh has functioned as Zappos' vibrant voice on Twitter, but the online retailer now has more than 400 employees Tweeting (Hsieh's Twitter page links to these accounts). Instead of touting products or offering customer service, employees just Tweet for the sake of it. This helps to put human faces on the brand and gives outsiders access to the quirky company culture, helping to strengthen fans' ties to the brand and its community.

FIGURE OUT WHO'S SPEAKING AND WHAT THEIR VOICE IS

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6.

,

HAT STHE

VALUE EXCHANGE?

CONTINUOUSLY ASK, WHAT'S THE VALUE EXCHANGE? WHAT DO CONSUMERS GET IN RETURN FOR VIEWING, INTERACTING WITH, CONTRIBUTING TO OR AMPLIFYING YOUR CONTENT OR CAMPAIGN? THERE HAS TO BE SOME SORT OF VALUE EXCHANGE OR THERE'S LITTLE REASON FOR A POSITIVE ACTION TO TAKE PLACE AT ALL.

DON'T MAKE THE CONSUMER DO THE HEAVY LIFTING UNLESS THE REWARD IS SIGNIFICANT. YOUR MARKETING OBJECTIVE SHOULD DETERMINE THE AMOUNT OF EFFORT REQUIRED BY THE CONSUMER. IF YOU SIMPLY WANT TO GAIN MASS AWARENESS, FOR INSTANCE, PERHAPS IT'S A MATTER OF CREATING A VIRAL VIDEO THAT MILLIONS WILL VIEW. IF YOU WANT MORE QUALIFIED LEADS, PERHAPS THE BARRIER TO PARTICIPATION SHOULD BE A BIT HIGHER.

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"At the very basic level of sharing content, the value exchange might be as

simple as 'I thought this was funny, and I think my friends will find it funny too. So I'm going to post that link to my social network.' And the value exchange isn't a bought or financially exchanged reward but just social currency based on the content you want to pass on .... We need a really strategic approach to what our objectives are and to be able to engage consumers with an interesting idea, something that's going to capture their attention, motivation. Should the consumer do some heavy lifting here, or should it be a really simple social interaction?"

-DANIEL KING,

director of digital, JWT Melbourne

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"What you need to do is to add value to these people's lives around the life moments that necessitate the use of your product. So if it's a paper towel, that means you need to be the publisher for the part of a person's life that involves the kitchen, cleaning things up, running a household. Your customer is somebody who has a certain set of needs and information needs that relate to the purchase of your product. You're not going to start talking to them about paper towels."

-JOHN BATTELLE,

founder/chairman/CEO, Federated Media Publishing

WHAT'S THE VALUE EXCHANGE?

"The most important thing in our world is to keep the eye on the consumer and provide value to the consumer. In really doing that through social channels, how can we influence their lives in some way by giving them information, entertainment, a place to contribute, a place to connect, dialogue, whatever it may be. There are many different roles for the brand, but it's all about the consumer and what's in it for them."

-SHERI SULLIVAN,

consumer dialogue director, Team Detroit

"In the long run, what you will see is saturation of brands. Brands not only show me their stuff but also want to interact with me; they want me to engage, they want me to follow them. It's such an overkill not only of information but also of offers. \!\Te will have to look for things that don't demand such an effort for consumers."

-PAUL BEELEN,

head of interactive media, Canal 13

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WHAT'S THE VALUE EXCHANGE?

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An lKEA campaign to launch a new store in Sweden used basic Facebook tools to get consumers focused on the products. lKEA created a profile for the store manager, then added 12 images of showrooms to his photo albums. The first person to tag any product would win it. It took minimal effort for Facebook members to participate, but as they did, the pictures spread around the site via news feeds, profile pages and links, and participants became lKEA promoters.

VVHAT'S THE VALUE EXCHANGE?

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Launched in 2009, this Pull-Upsbranded site depicts six families with one goal: bye-bye diapers. It serves as a hub for parents embarking on the potty-training journey, with tips, tricks, promotions and advice from a community of parents. In its first three months, The Potty Project attracted more than 9 million visitors, who spent an average of eight minutes on the site. It's shaping up as a go-to resource for potty-training parents.

WHAT'S THE VALUE EXCHANGE?

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As S UME THE WORST

ASSUME YOUR BRAND vVILL BE SIGNIFICANTLY EMBARRASSED AT SOME POINT. DON'T FORGET PR 101 IN YOUR RACE TO EXPERIMENT IN SOCIAL MEDIA. HAVE A CRISIS MANAGEMENT PLAN IN PLACE FOR DEALING WITH WORST-CASE SCENARIOS ACROSS EVERY PLATFORM.

THE OPEN NATURE OF SOCIAL MEDIA HEIGHTENS THE EXPECTATION FOR TRANSPARENCY. USE SOCIAL MEDIA TO OPEN UP YOUR BRAND, BUT DO IT CAUTIOUSLY UNLESS YOU HAVE LITERALLY NOTHING TO HIDE.

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"Perhaps the most respected brands are also the most vulnerable .... The more successful, the more iconic the

brand, the more dangerous social media actually is. The more respected the brand, the more people use an instanceevery brand has bad people working for it, and inevitably their product isn't always going to work. So people need to understand that the mob is out there salivating, waiting to get their hands on the next humiliation."

-ANDREW KEEN,

author, Cult of the Amateur

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"As more and more brands have presences in social spaces, not only do they have a presence but generally they're just communicating with the audience. And potentially like BP, they're going to end up in disaster. When these comments arise, they need to be able to determine which actually need effectual answers to allow people to feel like they're being listened to and responded to, and which aren't appropriate at all."

-DANIEL KING,

director of digital,JWT Melbourne

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"[There is] a lack of strategic response strategies for negative situations in social media. We have those for crisis communications in PR, we have those for customer service departments. In fact, customer service representatives undergo training. Those who get really good at it get to go to the escalation department. There's a whole system for dealing with that, but there isn't one for social media. And that's because, again, we're sort of blinded by-or enamored by-how wonderful it is and how popular it is. But we're not really thinking it through."

-BRIAN SOLIS,

principal, Future Works; author, Engage

.....

f •

ASSUME THE WORST

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"When we become more transparent, we realize how complex all these layers really are. [We] actually move into more complexity when a paradigm of transparency comes about."

"No organization is totally good, so none can be totally transparent. The salient issue is whether you are 'good enough' and 'transparent enough' for your circumstances. Consider one stellar example: Apple is about as transparent as the sky above Eyjafjallajokull. It is the anti-social company, and yet it thrives because its products are so good that zero transparency is good enough."

-GUY KAWASAKI,

managing director, Garage Technology Ventures; co-founder, Alltop

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-NATHANIEL HANSEN,

co-founder, The Socializers

"The irony is that the supposedly most transparent companies are actually the ones that are the most hidden. My advice to companies is to embrace transparency in theory but in practice build smart opaque brands like Google. You need to find ways of speaking transparently but actually behave in a very opaque manner. Or throw out your businesses and start again with attempts to become more transparent."

-ANDREW KEEN,

auth or, Cult of the Amateur

ASSUME THE WORST

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In March, a Greenpeace report criticized Nestle's use of palm oil, charging that the company contributes to rainforest destruction in Indonesia; the cover featured a KitKat logo altered to read "Killer." Soon Nestle critics flooded its Facebook page, with some using the "Killer" logo as their profile photo. Nestle threatened to delete comments from profiles that featured the altered logo, which only egged on the protesters. Nestle subsequently responded with more information and reiterated a commitment to using certified sustainable palm oil by 2015.

ASSUME THE WORST

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8.

EMPOWER

YOUR ADVOCATES

To BE MOST EFFECTIVE AND TO REACH CRITICAL MASS, YOU MUST BE WILLING TO SCALE YOUR EFFORTS BEYOND A CENTRALIZED COMMUNICATIONS MODEL. To DO THIS, IDENTIFY AND THEN EMPOWER YOUR ADVOCATES-WHETHER INTERNAL OR EXTERNALARMING THEM WITH THE APPROPRIATE TRAINING, TOOLS, INFORMATION AND/OR PRODUCTS TO EFFECTIVELY PARTICIPATE IN THE SOCIAL MEDIA DIALOGUE ABOUT YOUR BRAND.

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"[Social media] builds engagement. It builds loyalty. People are quicker to amplify your message and act as brand representatives."

"You have to empower your employees to know what to do with these new channels."

-MIKE BRACKEN,

technology director, development, Guardian News & Media

-CHRISTIAN BOLLING,

OSRAM spokesman; PR professional

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"Dell has all their customer service reps floating around out there listening, responding .... They have handed the social media reins over to their customer service team and just said, 'Hey, go create your own accounts and go fish.' And they'll take care of people."

-LORRIE THOMAS, CEO, Web Marketing Therapy

EMPOVVER YOUR ADVOCATES

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To promote its new Fiesta model in the U.S. before the car launched, Ford gave the European model to 100 "agents." They spent six months sharing their experiences-and the monthly "missions" they were sent on-via blogs, YouTube videos, Twitter and Flickr photos.

The campaign resulted in more than 80,000 "hand-raisers" (people who requested information). This year's second "movement" involves 20 teams of agents in major markets around the country competing to win a Fiesta.

EMPOVVER YOUR ADVOCATES

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abo&t 3 hO'&fJ <lgO '\'U T w~pfon:=

Reply Retweet

~ twelpforce

~ Twelpforce Best Buy

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For its Twitter presence, dubbed @Twelpforce, Best Buy enlists employees who volunteer to answer customer questions in their spare time. Each response is credited to an individual employee, so the 2,600-plus Twelpforce reps can feel pride in their participation and expertise. Questions are answered in an average of 12 minutes.

EMPOVVER YOUR ADVOCATES

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g.

CONSTANTLY

DEFEND YOUR BRAND

LET PEOPLE TALK. IT'S IMPOSSIBLE TO RESPOND TO EVERY NEGATIVE COMMENT-THERE ISN'T AN INFRASTRUCTURE FOR ITAND AN EMPOWERED COMMUNITY SHOULD RISE TO YOUR DEFENSE. IF YOU DO JOIN THE CONVERSATION, MAKE SURE YOUR PARTICIPATION FEELS ORGANIC TO THE CONTEXT, PUTS YOU ON AN EQUAL FOOTING WITH THE CONSUMER AND DOESN'T COME OFF AS CONTROLLING OR HOLIER THAN THOU.

38

'We have an engagemen t plan that basically says, 'What are the potential types of conversations and what is our response? It ranges from none to immediate and is based on the impact to the organization?' Along that spectrum we say, 'OK, here's where we're going to participate, here's where we are not and here is where the community will lead.:"

-PAUL SCHOKNECHT, senior partner, digital experie nee directo r, JWT

39

"It's like a schoolyard fight where you've got a bunch of kids standing around and then trouble starts brewing. You've got an instigator, but you've got to have someone with the brand's perspective who can also raise up some people over to their side to help defend the brand. If there is no one like that then the entire crowd is going to quickly turn full force against the brand."

-PETER KIM, managing director, North America, Dachis Group

JWT

"You don't see Apple responding all the time to negative commentaries or discussions. If you ever go to an Apple forum, even on the Apple site itself ... you have Mac users and enthusiasts who solve people's problems all day long."

-BRIAN SOLIS, principal, FutureWorks; author, Engage

"When you have a brand following and you have advocates, your advocates are going to come out of the woodwork to defend you if anybody says something negative .... Generally, if you can resolve the issue, you try as a corporation; but if you can't and it's unfounded, your community will come to your defense."

-SHERI SULLIVAN, consumer dialogue director, Team Detroit

DON'T CONSTANTLY DEFEND YOUR BRAND

40

Topic: unlocked + reboot loop + want to use it overseas

R.· I;ntfXk .. d" rebqqt.IQOp .. w~nt tc 'In· it OV.f~.~1t

PQ1ltt4 t,t.)' , 2010 ~ 'JA PM + 1" r~M 1~ Sh~ntl""ISlht

., .>ply c.. email

Doni blame '.pple I wo.ld be much eIleape, to sen unlocked Iphones. erywtle,e_ unlortunalely, Apple ceesnt have anYC2l1ular netwcrxs, so tm!:yare althe mercy ofl1e various earners to support the: lpnone, and many won't do SI) unless tne pMn. IS loCUdl. tnem 11 you wan' to complain, complain to AT&T, tney a,elM conlrolllno ractor ,eoaldino unlocking, no'Ajlple_

Take tare

JWT

Apple's website has a section dedicated to discussion forums for Mac, iPod, iPhone and iPad users. People can submit questions or answer them, making for a user-generated form of customer service. While the company hosts this forum, consumers by and large run it.

DON'T CONSTANTLY DEFEND YOUR BRAND

10.

TRULY

THE ISSUES

JWT

ADDRESS

RATHER THAN SIMPLY RESPOND TO NEGATIVE TWEETS, COMMENTS, ETC., ADDRESS THE ISSUES THAT ARE DRIVING THE COMPLAINTS.

41

"At some point, you are going to have to change the things people are complaining about so you can reduce the number of things you have to respond to. And that's the part that many companies aren't thinking about, because it's easier to put an intern or a low-level person in front of Twitter, which many are doing, and they're not necessarily trained in customer service or response to crisis communications. They're just taking to these as the toys and little networks that they're perceived to be, but the back end isn't supporting them; there isn't any resolution .... Unless the back end changes, those responses aren't going to stop."

-BRIAN SOLIS, principal, Future Works; author, Engage

42

JWT

"If you are opening a customer service channel, no matter where it is, what technology it uses, its primary focus is to give service to customers when and where they need it. If you're an airline business, volcanic ash updates, whether it's Twitter or phone line, it needs 24/7 cover .... There's definitely an approach a lot of brands think like, 'Oh, it's just social media and it's just online stuff. We'll just get some interns to do it.' It's literally like saying, you know, if a store was to open a new retail outlet in a less popular area, 'Oh, we'll just send our most crappy salesperson there.' Well, it's not going to help."

-TARUJAIN,

managing director, XM Asia

(TRULY) ADDRESS THE ISSUES

43

Home Profile Find People Settings Help Sign out

@Scobleizer The modem is looking like it is up, I did just reset it

10:59 A)IM~y l'th \'L1. web in raply to Scobleizer

Reply Retweet

comcastcares

Frank Eliason

JWT

This cable company proactively responds to online complaints and attempts to resolve the issue. The team uses several platforms for customer service but is best known for its responsiveness on Twitter.

However, while Corncast's CEO has said Twitter "changed the culture of our company," critics say it still has a long way to go in addressing the underlying issues behind customer questions.

(TRULY) ADDRESS THE ISSUES

JWT

11.

FUEL LONGEVITY

YOU'RE ONLY AS GOOD AS YOUR LAST ACTION. SET YOURSELF UP FOR LONGEVITY IN THE SOCIAL MEDIA SPHERE. THIS IS NOT A FAD - IT'S AS LONG TERM AS RETAIL MARKETING AND REQUIRES THE SAME LEVEL OF RESOURCES AND COMMITMENT BEHIND IT. (INCLUDING BUY-IN FROM THE TOP; YOU CAN'T DO THIS IN A COSMETIC WAY.)

DON'T THINK IN TERMS OF ONE-OFF CAMPAIGNS OR TACTICS. How CAN YOU FUEL AN ONGOING SOCIAL MEDIA PRESENCE?

44

"Longevity, that's a key qualifier. From that point, we have to have ongoing activities. That's not always going to work as much as we want it to, because sometimes you have content, sometimes you don't. So we have levels of engagement. We have our foundations, then we have our always-on ongoing engagement, which is just things to keep the conversation going when there isn't a campaign."

-SHERI SULLIVAN,

consumer dialogue director, Team Detroit

JWT

"Many people speak about social networks as something that is going to finish sooner or later, but we are going to start speaking about social networks as a new milestone in the online evolution. Facebook is the most important component of this change. Facebook is not only a social network but a platform/pillar for the social Web. And Facebook gets it by allowing developers to create their own services that sustain its social network.

"If brands don't create a real digital identity and take part in this dialog, they will not exist in the social Web;

a corporative site is not enough. They need to be able to be a node in the social graph, to allow consumers

to link with them. This dialog is not only to sell-the brands/ organizations must define a global company social media strategy (marketing/PR, support, product, sal es, etc.)."

-JAVIER REYES,

founding partner, CEO, Sixjumps

"Even when you have had a darling of a social space, you know you're only as good as your last action."

-PAUL SCHOKNECHT,

senior partner, digital experience director, JWT

45

FUEL LONGEVITY

"You need buy-in from the most senior level; you can't do this in a cosmetic way. So if you have a CEO who says, 'Yeah, I get it, I'm going to transform my company,' you've got buy-in from the CEO. They realize they have to change .... It has to be done completely, with the full buy-in of the most senior people, or I wouldn't bother. If you do it cosmetically, it won't work or it's even worse, it will just kind of explode and embarrass. So this is a fundamental change in the way brand managers do their work, do their business."

46

-ANDREW KEEN,

author, Cult of the Amateur

JWT

"When it comes to branding, there's the saying that if you don't create your own brand, someone will create it for you. And that's the big one-liner I give to the CEOs that are like 'No, because someone might say something bad about us.' They're going to do it whether you're out there or not. So I advise you to be out there. But to what level is completely up to them, and it's a management question."

-LORRIE THOMAS, CEO, Web Marketing Therapy

FUEL LONGEVTIY

47

JetBlue

t~ ceeew

115,509 1,600,238 ',800

@mikeober buy a seat=get a seat We don't overbook, though you may only see EML when choosing seat assignment. Read more http://bit.ly IcuUlww

Tweets 2,660

Ll!it~

@SM;t"lr have a great tnp! Old you check out YOllr prograrrmtng guide fOi' the mghl? t1l!~1 frU ~ (),7,00 leo)

BbaJi 1 h~lIr~o!I;1I e , ... liTw~!'lI~rrp'Y·· :I-.-::hy

@RI-SLAY Mo(e likeiy Mil ant man crazy nbc.JI1' h~ .. f:l4gl1 .oII .... cTw ... t1I.,~'Ytf!nCrSfA

@;. I ... · , 101 I No hanging closets but r gtl1 attendants can generally assist In finding s c.e ttl y flo! In overhead rf'p It f fv Kblll\

JWT

The airline launched its Twitter account early (in spring 2007) and now has about 1.6 million followers. JetBlue uses the platform for customer service, to initiate consumer dialogue, for crisis management (e.g., warning of expected delays) and to provide value (mostly via the JetBlue Cheeps account). But most vitally, JetBlue uses Twitter-along with Face book and a YouTube channel-to back up its brand image. Social media helps strengthen bonds with and between customers, central to JetBlue's stated mission of "bringing humanity back to air travel."

FUEL LONGEVITY

JWT

12.

You

DON'T HAVE TO

BE SOCIAL TO BE SOCIAL

THE WATER-COOLER EFFECT HAS ALWAYS EXISTED, BUT SOCIAL MEDIA HAS AMPLIFIED IT. SO NO MATTER WHERE OR HOW YOUR MESSAGE IS DELIVERED, THERE IS POTENTIAL FOR A SOCIAL EFFECT.

CONSIDER WAYS YOU CAN INCREASE YOUR BRAND'S SOCIAL CURRENCY VIA MEDIA THAT MIGHT NOT BE INHERENTLY SOCIALHOW' CAN YOU CREATE A MESSAGE THAT WILL DRIVE PEOPLE TO SOCIALIZE AROUND IT?

48

49

JWT

"We have to be aware that there is a social effect taking place all the timewhether or not we choose a traditional media that isn't inherently social. [Is] the content or the message motivating enough to make people want to comment through their social platform by updating their blog or updating their Facebook or saying 'I just went and saw this movie and I saw this ad and it was wonderful'? ... The message can sometimes motivate people to be social."

-DANIEL KING,

director of digital, JWT Melbourne

YOU DON'T HAVE TO BE SOCIAL TO BE SOCIAL

50

!E!..d!!Lrnao. I just saw it Playtex ccrnmercef and this chick was dancing and No'i.rli ng around in thiS flimsy skjn.. Yeah. because that's the first thing: I want to do while rm cramping. Maybe that's why!.O many guys think crAmps arri:ln'tthat bigof;; deOll!. 10 1 week ego

ml<;pmwQi9·~lA thlSB my neN brand just: eeceuse r love thts commerCial more thclnanytNng In the wo.rld:1 ns soo runnv

~lMAO!! I hate the freak;in blu'f II uid In the commerclals,ldon't know about the rest olthe ladles Ollt thel'E~ but my bl od is not blue and a whole lot thlc et then color-water.

JWT

A television campaign mocks typical feminine-hygiene messaging. For example, in one spot a young woman discusses how her period makes her want to run on the beach in slow motion and wear white spandexfamiliar images for female consumers. Kotex's question is humorously candid:

"Why are tampon ads so ridiculous?" The novel approach has fueled a social effect: Thousands of Tweets about the campaign surfaced, and now millions have viewed the clips online.

To further rally women behind its mission to "break the cycle" of unhealthy attitudes toward periods, U by Kote x's site encourages fans to spread news about the campaign via Facebook and other social media. By initiating the conversation with a daring and fresh message, Kotex has driven people to be social about a subject that was seemingly taboo.

YOU DON'T HAVE TO BE SOCIAL TO BE SOCIAL

JWT

ApPENDIX

51

ADDITIONAL

SOCIAL MEDIA CASES

52

JWT

15% off any Dell Outlet Home laptop or desktop! Enter coupon code at checkout WPD83MS68FZQWF at http:/ / del.ly /601787B

_ltl.'{)_l,,!,l::.~_~~::.. ;...r.~;11Ill:;.,h R"!IW~IM!L)'!=iI~pl=

DellOutlet

@debon2o No Latitude coupons right now, but I recommend signing up for the Dell Outlet Business email updates: http.Z/bitly.com/rgjl'Ge

53

II DeliOutlet

ell Outlet

JWT

Dell is a case study for its ability to turn a Twitter account into gold. As of December 2009, the 1.5 million followers of @DellOutlet had earned the company some $6.5 million in revenue. The account broadcasts deals and discounts-real-time offers that seem to delight many plugged-in bargain hunters.

ADDITIONAL SOCIAL MEDIA CASES

54

JWT

For Valentine's Day 2010, DTC used the power of social media to emphasize what it is that diamonds stand for-the enduring strength found in every love story. The Drop Everything for Love campaign challenged people to log on and answer the question, "Would you drop everything for love?" (people could also nominate friends to do so on Face book). Those with the most compelling stories were surprised by a team of JWT employees and invited to drop everything to go see their loved one.

ADDITIONAL SOCIAL MEDIA CASES

Got $ta.-tod and got 'IV1f'\'g!

If yo.'rc locl.ing Ul pl~n ;0 hoIlday..tth l 9ft>~pcf h1.nlh, our ~ay plu..~~r .. ,II N!p you ma~f If slft'llllt -In rnlt tny Slf$&

Cboa1l' up to lYe pla.:"i j>aU"" '~S"1«11n~.hg wn~ft -;o:'l1l"''i1nf to 91). h""'" lOll'} fot, it r~~!J4'otllll"tftOllllonl.llI!d~nl" .... tl!)<J~rmol!fll.btog

Lads Weekend l''*f;ictf.lld.".. Yo.

ffht"dllrI .. ltJId

~met_. "'-:!3 A~ lC10mOo1i r>b.y M)10

Trip 50Urt cbt~ pending

55

tKrn ... ",no"l IlIOCIT lf~

1'19 VOI;ti CU, NIJ YOlItS ~t 7 d.!I's

Tltl!' STATUS TRIP PLANNING IN PROGRESS.

JWT

easy]et leverages the success of event planning on Facebook by helping the site's members plan trips collaboratively with friends. The easy] et holidayPlanner is positioned in line with this utility while also driving sales within the channel. Groups of three or more can suggest and vote on dates, budgets and destinations. A message board helps with coordination, and all actions are posted into the group's activity feeds to syndicate and promote the experience. Users pay for trips within the application.

ADDITIONAL SOCIAL MEDIA CASES

V(2JTE NOW!

Pal'S! IS 9Mn9 avroymilions to lund groot Ide as, Yottng forth. n<YW Ideas IS now open. And yO'" "''''"to i_ and come bock 10 suppQrt them •• month. See who got tho most va .... ,,,'" month.

56

ALL

VOlE f'OR: 5rum.;(J neee •

~ 1'2&.000 S~o.OClO $260,000

r .. -r. "NQ=."I~f .. ~ ....- .. ':I-.@

Offer women's leadership training for -, ..

... 1 .. weftere moms in north Denver. ~'l.

JWT

Pepsi gives monthly grants to people, businesses and nonprofits with "ideas that will have a positive impact." The project launched in January, with Pepsi touting the campaign as a more responsible alternative to its traditional Super Bowl presence. Participants submit ideas online (Pepsi accepts up to 1,000 a month) and promote them on social media sites. Consumers participate by voting for up to 10 ideas a day.

ADDITIONAL SOCIAL MEDIA CASES

57

JWT

Schick went viral for its Trimstyle Razor & Bikini Trimmer with a funny double entendre-filled video, "Mow the Lawn." The blatantly risque approach drove viral success, generating media buzz and mentions in consumers' blog posts, Twitter feeds and Facebook pages.

ADDITIONAL SOCIAL MEDIA CASES

The @SouthwestAir Diet. How it works: you're publicly shamed into a slimmer figure. Crying the weight right offhas never been easier!

~ 19 ~ _9O'1'IOt"I {c"OtOft Arr-eud ir'J 100 .. pwpk'

ThatKevinSmith

I've read the tweets all night from @thatkevinsmith - He'll be getting a call at home from our Customer Relations VP tonight.

58

SouthwestAir

Southwest Airlines

JWT

While social media gives every disgruntled customer a platform, a brand can find itself in a PR minefield if it crosses a powerful social media presence. Last February, filmmaker Kevin Smith-who had around 1.5 million Twitter followers at the time and a popular blog-posted dozens of angry Tweets after a Southwest Airlines crew evicted him from a plane for being too heavy to fly. The story soon entered the mainstream media. Southwest used social media to tell its side of the story, but it may have fallen on deaf ears among Smith fans.

ADDITIONAL SOCIAL MEDIA CASES

59

.JEPPE_WALTZ @MORICKTAAtfQUlU .,ARWYPf.4 @IKYCli8 .,INKPEAf'ECTSTAR @AHN£)(£KRAK~ @ROKU_SHIt(ISHIt.tA (jCOCACOL ftCERfSIERBLACK fjoWANOERTELlER tjolAURASVALLE @MTMH_CH~ 1ijP0000LAS_lWrTTE ~ECAeAL ~"'IZENA rilTWENGA_UI< @~M. lfNGR @SO 75 eJONWtLSH .NORICKntlNOUIU "DARWYNIo .nlEINCDLUMN OAT£CINA,.. .YESUNI)1'IoKERO ~AlPYA.N'DruS£l(O rKYC~1B 4tRECABAl @NDAlDYO @RIEXf£'7! @ROSA_GLAUCA ~OR_JUTA .,sDK_7S OZARAGUU 4jJEPPE,_WA.lTZ .!tOt(USEKJ~ 16 Ofl.OORTAN @JYOOEStGPf .,"'PERKAMI !ilCAROUNAJII.I.FFEI "'_TO_Z @H"PPYOU @OOOGlAS_TWfTTE .tN ........ N -.zAHOUSCHK.

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ENTER KEYWORDS Y~U lIK£.

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JWT

To support the retailer's UT line of T-shirts, the UTweet campaign allows people to enter their Twitter ID online to see a "Tweet show" that mixes their

Twitter history with images of models sporting the T-shirts. The campaign is fun and offbeat, in line with Uniqlo's messaging, and invites users to see their social media engagement in a new way.

ADDITIONAL SOCIAL MEDIA CASES

JWT

LEARN

MORE ABOUT OUR PANEL MEMBERS

60

james@BeEverywhere.tv

twi tter. com/keyinfl uencer

twi tter. com/beeverywhere

beeverywhere. tv

61

JWT

JAMES ANDREWS

MANAGING PARTNER, EVERYWHERE

Andrews is a managing partner at everywhere, specializing in the creation of social media strategies, online communications and Web content production. everywhere is a strategic communication consultancy that helps brands navigate the social media and online space.

Andrews has been working in interactive/new media and non-traditional marketing for 15 years. Before launching everywhere, he focused on social media brand strategy at Ketchum Digital for clients Monster.com, FedEx, GeekSquad, Wendy's and Newell Rubbermaid. He has also held senior titles at Columbia Records, Ecko Unlimited and Isobar/Carat and worked with brands including Current TV, Sprite, Vibe magazine and Procter & Gamble.

Andrews blogs at Fastcompany.com and maintains a blog at www.thekeyinfluencer.com, where he covers the "business of pop culture." He is also a consultant on social media to celebrities and icons including Jane Fonda. Andrews serves on the marketing committees of G-CAPP (Georgia Campaign for Adolescent Pregnancy Prevention) and the Children's Museum of Atlanta.

Andrews attended UCLA, grew up in Silicon Valley and lives in Atlanta with his blogging wife (www.funkidivagirl.com) and two children. He is a frequent speaker and is often quoted on the subjects of digital media, entertainment and innovative branding/marketing approaches.

LEARN MORE ABOUT OUR PANEL MEMBERS

jbat@battellemedia.com twitter. com/john battelle federatedmedia. net

battellemedia.com

fucebook.com/johnbattelle

62

JWT

JOHN BATTELLE

FOUNDER/CHAIRMAN/CEO, FEDERATED MEDIA PUBLISHING

Battelle is an entrepreneur, journalist, professor and author who has founded or co-founded scores of online, conference, magazine and other media businesses. In addition to his work at Federated Media, Battelle is executive producer and program chair of the Web 2 Summit, as well as "band manager" with BoingBoing.net. He also maintains Searchblog, a daily site that covers the intersection of media, technology and culture, at wwvv.battellemedia.com.

Previously, Battelle occupied the Bloomberg chair in BusinessJournalism for the Graduate School of Journalism at the University of California, Berkeley. He was chairman and CEO of Standard Media International (SMI), publisher of The Industry Standard and TheStandard.com. Prior to that, he was a co-founding editor of Wired magazine and Wired Ventures.

In 2005 Battelle wrote The Search: How Google and Its Rivals Rewrote the Rules of Business and Transformed Our Culture (Penguin/Portfolio). An expert in media and technology, he has appeared on many national and international news channels. Battelle was a founding board member of the Online Publishers Association and sits on the board of the Interactive Advertising Bureau.

Honors and awards include Global Leader for Tomorrow and Young Global Leader at the World Economic Forum in Davos, Switzerland; finalist rank in Ernst & Young's Entrepreneur of the Year competition; "Innovator-One of Ten Best Marketers in the Business" by Advertising Age; and one of the "Most Important People on the Web" by PCWorld. Battelle holds bachelor's and master's degrees in journalism from the University of California, Berkeley.

LEARN MORE ABOUT OUR PANEL MEMBERS

twitter. com/ paulbeelen paulbeelen.com

63

PAULBEELEN

HEAD OF INTERACTIVE MEDIA, CANAL 13

Beelen is an advertising executive who has worked on both the agency and the client side. As of December 2009, he's in charge of interactive media for Canal 13, a Chilean TV station and media holding company. Previously, as head of digital marketing at mobile phone operator Entel PCS, he was responsible for one of Chile's biggest digital advertising budgets and headed the development of several prize-winning campaigns.

Beelen is interested in how technology is changing marketing and media and in new content-distribution technologies. He is focused on identifying future developments in this field and social changes fueled by increased connectivity among consumers.

In February 2006 he published the white paper "Advertising 2.0," which has been downloaded more than 40,000 times and distributed widely around the blogosphere and specialized media. It is also used by universities and companies as a tool to understand changes in marketing, advertising and media.

Beelen speaks regularly at conferences worldwide. He is fluent in Dutch, English and Spanish.

JWT

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twi tter. corn/ amendedes tages

amendedestages.com

64

..

CHRISTIAN BOLLING

OSRAM SPOKESMAN; PR PROFESSIONAL

Based in Munich, Bolling is a spokesman for OSRAM, a part of the industry sector of Siemens AG and one of the leading lighting manufacturers in the world. After studying politics, economics, applied linguistics and informatics, he started working as a PR consultant and social media consultant in PR agencies. He blogs at amendedestages.com and tweets as @amendedestages.

JWT

LEARN MORE ABOUT OUR PANEL MEMBERS

twi tter. com/leftback

65

MIKE BRACKEN

TECHNOLOGY DIRECTOR, DEVELOPMENT, GUARDIAN NEWS & MEDIA

Bracken is responsible for all consumer-facing technology services, applications and digital product development across the Guardian, Observer and Guardian. co. uk.

He specializes in the delivery of innovative digital products and strategies, commercial relationship management and new product development. Previously, he helped establish MySociety, a not-for-profit company delivering scalable, public-facing digital services with high social value. Prior to this, he was a company director, non-executive director and consultant with extensive experience in conceptualizing, funding, building and leading high-profile companies and partnerships across the technology, media, communications, government and public policy sectors.

JWT

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nathaniel@thesocializers.com

twi tter. com/ nat_ hansen

thesocializers.com/blog/ tag/ nathaniel- hansen

66

JWT

NATHANIEL HANSEN

CO-FOUNDER, THE SOCIALIZERS

Hansen packages his technology, marketing and people skills to create salesaccelerating campaigns for businesses. He connects like-minded people and creates opportunity on a global level.

While living in the Balkans, Hansen consulted with companies including Unilever, Sarantis, Mercedes, Champion Apparel, LUNA lingerie, LOUXJuice, Illy, Coca-Cola and Sony Ericsson. He currently lives in Athens. Hansen recently spoke at the Social Business Summit in London on 'The Anatomy of a Social Media Proposal" and "Postcards from the Future of Social Business: How Social Business Technology Transformed Athens into the New Monaco." He also serves as director of international business development for Lorrie Thomas at Web Marketing Therapy and director of sales/ client strategy at Oniracom, an agency that does social for the likes of Jack Johnson, Lenny Kravitz, The Wailers and Supertramp.

Hansen holds a master's degree in mythological studies from Pacifica Graduate Institute. His primary personal interests include archetypes, world my thology, Jungian psychology and the living nature of the social network, humanity's first collective and multi-dimensional journals. Applying archetypal themes to marketing campaigns is a favori te activity.

LEARN MORE ABOUT OUR PANEL MEMBERS

sg.linkedin.com/in/ tarujain

67

JWT

TARUJAIN

MANAGING DIRECTOR, XM ASIA

Jain has focused on how to engage customers in both traditional and digital channels in countries across Asia, Europe and the U.S. He has advised clients in sectors including FMCG, financial services, telecoms, electronics and entertainment, travel and tourism, retail and publishing.

After obtaining an MBA, Jainjoined the Unilever account team at Lowe Lintas and worked with them in India and later in London. He moved to pure-play digital agencies in 2000,joining Uovo FiSystem, a leading European agency. In 2002 he joined LBi Ltd., Europe's largest digital agency, where he ran a part of its U.K. business and helped several Fortune 500 clients launch new media businesses and digital initiatives to better engage customers.

In 2008, Jain moved back to Asia to help Young & Rubicam set up its digital offering as head of digital and integrated marketing. Recently, Jainjoined XM Asia as managing director. XM, part of the WPP network, is the most awarded digital agency in Singapore; its clients include Singapore Tourism Board, Malaysia Airlines, Diageo and Hewlett-Packard.

Taru is a regular speaker at conferences on topics such as dealing with the connected consumer, the changing face of PR in the new digital age and how to engage Generation Z.

LEARN MORE ABOUT OUR PANEL MEMBERS

twitter. com/ guykawasaki my.alltop.com/ guykawasaki

68

GUY KAWASAKI,

MANAGING DIRECTOR, GARAGE TECHNOLOGY VENTURES; CO-FOUNDER, ALLTOP

Kawasaki is a managing director of Garage Technology Ventures, an early-stage venture capital firm; co-founder of Alltop, an online magazine rack; and a columnist for Entrepreneur magazine. Previously, he was an Apple Fellow at Apple Computer.

Kawasaki has written nine books, including Reality Check, The Art of the Start, Rules for Revolutionaries, How to Drive Your Competition Crazy, Selling the Dream and The Macintosh Way. He has a B.A. from Stanford University and an MBA from UCLA, as well as an honorary doctorate from Babson College.

JWT

LEARN MORE ABOUT OUR PANEL MEMBERS

twitter. com/ ~keen andrewkeen. typepad.com

69

JWT

ANDREW KEEN

AUTHOR, CULT OF THE AMATEUR: HOW THE INTERNET IS KILLING OUR CULTURE

Keen's 2007 book, Cult of the Amateur: How the Internet Is Killing Our Culture, has been published in 15 languages and was short-listed for the 2008 Higham's Business Technology Book of the Year award. He is working on a second book, Digital Vertigo: Anxiety, Loneliness and Inequality in the Social Media Age, and writes a weekly column about culture, technology and media for the London Daily Telegraph and the Dutch newspaper Volkskrant.

Since publication of Cult of the Amateur, hundreds of newspapers, magazines and websites have featured Keen's writing and ideas, and several newspapers have published debates pitting Keen against leading Internet luminaries. Keen has also been a guest on leading television and radio programs, as well as many podcasts and online video shows. He is a regular on the "Cillmor Gang," the Internet's iconic chat show about technology; starred in the Dutch VPRO television documentary Wiki the Truth; and was the subject of the November 2008 BBC Radio 4 show Iconoclasts. Keen wrote and presented The Chosen, a twopart BBC Radio 4 documentary about Silicon Valley's new elites that was first broadcast in January 2009.

Keen has given keynote speeches around the world and frequently lectures at universities. At the UN Conference on the Internet in November 2007 in Rio, he debated Internet founder Vint Cerf. He has also appeared at literary festivals and spoken at the London Institute of Contemporary Arts and the Royal Society of Arts, where he is a fellow.

A pioneering Internet entrepreneur, Keen founded Audiocafe.com in 1995 and built it into a popular first-generation Internet music company. He was executive producer of the new media show "MB5 2000" and, from 2001 to 2007, worked at several Silicon Valley-based tech startups, including Pulse, Santa Cruz Networks and Pure Depth. Keen attended London University, where he studied modern history, was a British Council Fellow at the University of Sarajevo and earned a master's degree in political science at the University of California at Berkeley.

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twi tter. corn/ peterkim beingpeterkim.com

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PETER KIM

MANAGING DIRECTOR, NORTH AMERICA, DACHIS GROUP

Kim is a leading thinker on social business, which he discusses on his blog, Being Peter Kim. He is responsible for building Dachis Group's North America organization while leading case teams to formulate social business strategy for clients. He was previously an analyst at Forrester Research, focusing on social technology and marketing strategy. Before that, Kim was responsible for international marketing operations, e-commerce and digital marketing at PUMA AG.

Kim has been quoted by media outlets including CNN, CNBC, NPR, The New York Times and The Wall Street [oumal; He is a graduate of the University of Virginia's Darden School and the University of Pennsylvania.

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DANIEL KING

DIRECTOR OF DIGITAL, JWT MELBOURNE

twitter.com/DanGKing

What Does He Believe

The desire to communicate and connect with each other is never ending. The use of communications technologies are ever changing. To be successful in this industry it is important to keep one foot in the present, mastering the common trends of communicating today, and one foot in the future, mastering the emerging trends of communicating tomorrow.

Who Has He Worked With

Many local, national and international companies, along with council, state and federal government to provide digital marketing services since the '90s. King has worked with brands including GM Holden, Hummer, Saab, Cadillac, Ford, Pioneer Electronics, Kraft, ING Superannuation, HSBC and Unilever.

Where Has He Worked

King works in Melbourne. He started in Publicis MOJO in their direct marketing division, following on with Origination CRM, working on loyalty programs, eDM activity and database-driven communications, then moved on to Sector 3 Studios to produce 3D animation, special effects, games, websites, multimedia and other interactive content. Icon.Inc grounded King with brand design and traditional marketing communications. Clear Blue Day had him managing their Melbourne digital agency office, while Visual Jazz (Mitchells Communications Group) worked with him as the digital strategist for GM. King joined the JWT team to lead their digital services offering in March 2009.

Who Inspires Him

Sergey Brin and Larry Page, Steve Jobs, George Lucas, Lance Armstrong.

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sociable.es

twi tter. com/jreyes

72

JAVIER REYES

FOUNDING PARTNER, CEO, SIX JUMPS

Social Web evangelist, blogger and open source developer, Reyes is founding partner and CEO at Sixjumps, a social media consulting company. Before that he was technical product director at LBi/IconMedialab and a project leader of various e-cornmerce, document management and business intelligence projects.

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karstenrieke.de

twitter.com/komplettsystem xing. com/ profile/karsten _ rieke

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KARSTEN RIEKE

PRODUCT MANAGER, XING

Rieke's aim is to continually improve XING to make it the best social business network. His part is to improve usability and user experience-with a focus on information design, interaction design, information architecture and functional specifications-as well as imagine new functionalities and plan and manage them to become part of the XING platform.

You can contact him anytime via XING: Karsten Rieke XING Profile.

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linkedin.com/in/ davidrosenbergl

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DAVID ROSENBERG

DIRECTOR OF EMERGING MEDIA,jWT NEW YORK

Rosenberg has been with JWT in New York for five years. His group focuses on marketing strategy and the development of social media, mobile and gaming programs for global and national roster clients including Microsoft, Nestle, Cadbury, Bloomberg and Macy's. Additional responsibilities include developing partnerships, integrated programs and branded communities, including the Clio- and Effie-winning and Emmynominated Domino's Pizza and eBay program "Anything Goes" and award-winning social communities for Stride Gum. He also constructed the marketing wireframe for The Nursery, aJWT creative incubation and experimentation lab that produced original animation designed to aggregate audiences on- and offline.

Rosenberg has served on the Emmy nominating committee in the Technology and Engineering category and as a presenter at the Emmy Awards ceremonies in 2007 and 2008. He sits on the VVPP Social Media Committee, contributes to JWT new business initiatives and has led corporate programs including a viral program that launched in partnership with The Huffington Post. Rosenberg is frequently quoted in the press, has been published in Mediaweek and is a regular conference speaker. He was an invited attendee to the Digital-Life-Design Conference in Munich for the past three years. Prior to JWT, he lived in San Francisco for eight years, finishing up as account director on the flagship Electronic Arts brand EA Sports for Odiorne Wilde Narraway + Partners/See Advertising.

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twi tter. corn/ paulshok facebook.coml paul.schoknecht

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PAUL SCHOKNECHT

SENIOR PARTNER,

DIGITAL EXPERIENCE DIRECTOR,jWT

Schoknecht drives digital strategy, social media and user experience for ]WT clients. His group is charged with activating brands across the digital spectrum. His passion for the space and knowledge about what's coming next help brands stay ahead of the curve. Schoknecht leads digital engagement from program inception to creative development and, finally, to reporting, giving him the insight to ensure that all pieces are meeting the original goals and that the correct analytics are measuring ROI.

Schoknecht has worked with clients including the U.S. Marine Corps, Nokia, U.S. Virgin Islands, Sony, Electronic Arts, Nintendo, The WB, MGM, Symantec and Texas Instruments. He has led JWTs digital efforts in Los Angeles, San Francisco and Atlanta.

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twi tter. com/briansolis

BrianSolis.com

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BRIAN SOLIS

PRINCIPAL, FUTUREWORKS; AUTHOR, ENGAGE

Solis is author of the recently published book Engage, a guide designed to help businesses build, cultivate and measure success in the new Web. Globally recognized as a prominent thought leader in new media, Solis is a digital analyst, sociologist and futurist. He has influenced the effects of emerging media on the convergence of marketing, communications and publishing. He is principal of FutureWorks, an awardwinning new media agency in Silicon Valley, and has led interactive and social programs for Fortune 500 companies, celebrities and Web 2.0 startups. BrianSolis.com is a leading business and marketing online resource.

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SHERI SULLIVAN,

CONSUMER DIALOGUE DIRECTOR, TEAM DETROIT

Sheri has been at the forefront of integrated marketing throughout her career. Her approach is a holistic implementation of multiple channels working together for one integrated consumer experience. She has extensive experience in CRM, digital, social and emerging tech areas.

At Team Detroit, she is the agency lead for social and consumer dialogue strategies, responsible for building a new practice. She helps her clients develop social marketing strategies and plans, including integrating social experiences into product launches, elevating social influence within the shopping process and engaging consumers within enthusiast experiences.

Prior to Team Detroit, Sheri was charged with evolving CRM-based strategiesincluding direct mail, e-mail, call center to Web integration-click to chat, word-ofmouth and forum intervention-and led an emerging-trends team responsible for designing marketing experiences in mobile and gaming.

Beyond her agency experience, Sheri has led field and brand marketing for a worldwide retail organization and spent some time in media.

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lorrie@webmarketingtherapy.com lorrie@lorriethomas.com

twitter.com/WebMarketing_RX

twitter.com/webtherapist webmarketingtherapy.com webmarketingtherapy.com/blog

lorriethomas.com

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LORRIE THOMAS

MARKETING THERAPIST AND CEO, WEB MARKETING THERAPY

Thomas is The Marketing Therapist, a speaker, trainer, author and CEO of Web Marketing Therapy, a boutique Web marketing agency and training company that diagnoses, prescribes and guides healthy marketing solutions. Her expertise helps make small businesses BIG with the Web, and her success-backed approach to Web marketing empowers professionals to create scalable Web solutions that brand, build and boost business.

Thomas, who teaches Web marketing workshops for corporate and small businesses through UC Berkeley and UC Santa Barbara Extension, was on the founding team at ValueClick Media. She speaks nationally on various marketing-related topics and writes for several online publications. She is currently writing The 36 Hour Guide to Web Marketing for McGraw-Hill. She is quoted frequently as a Web marketing expert.

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KYOU

Ann M. Mack

Director of Trendspotting JWT Worldwide

ann. mack@jwt.com

wwwJwt.com I wwwJwtintelligence.com I www.anxietyindex.com

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