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ISSUE 22 June 2011
desk topdesk topan UPFRONT MEDIA publication
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The Real Cost of Social Media
8 Brands That Have Found Success on Facebook & What We Can Learn
You Can’t Measure What It Is You Do Not Value
Sock Puppets & Social Media : Inside Ford’s Risky Marketing Campaign
Random facts, humormore...
In this issue:
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3. Oreo
Oreo is a global brand with over 19 million fans, and yet they still man-age to make things personal for their fans. They consistently run fun
content, creative pictures and links. They also have a “World’s Fan ofthe Week” that showcases one Oreo fan in their prole picture based
on uploaded fan photos.
Lesson: Share lots of photos, and ask your fans to share photos.
Facebook’s Photos remain the most viral feature of its platform.
4. Vitamin WaterVitamin Water has been trailblazing on Facebook for years, including
crowdsourcing an entirely new avor back in 2009. Today, they haveover 2.3 million fans with frequent posts featuring pictures, videos,
events and links. Most importantly, they are responsive to fan ques-tions and inquiries, breeding loyalty even when their answers aren’t
exactly what customers want to hear.
Lesson: Find the resources to respond to your fans questions and
inquiries.
2. Restaurant.com
Restaurant.com combines exclusive Facebook offers with lots of en-gaging questions. This drives higher results in users’ newsfeeds be-
cause of Facebook’s EdgeRank formula. Last week for instance, theyasked, “When the weather is nice, do you prefer to dine on the restau-rant’s outdoor patio or stay indoors?” and “Which American Idol nalist
would you like to dine with — Haley, Lauren, or Scotty?”
Lesson: Ask a lot of questions. You’ll get valuable feedback, plus you’ll be more likely to appear in your fans’ newsfeeds.
Any brand worth their social media salt has a presence on Facebook. But just because a brand is online, doesn’t necessar-ily mean that it is doing a good job. While it’s possible to suggest some tips and best practices, there’s no greater teacher
than learning from example.
Below, nd eight brands that have found success on Facebook, including some takeaways on what they did right and howyou can emulate their success.
1. The Pampered Chef
The Pampered Chef launched their Facebook page at a national con-ference in front of thousands of enthusiastic consultants. The page
earned 10,000 likes in its rst 24 hours and now has over 260,000 likes.
Lesson: Ask your staff, customers, vendors, and partners — who al- ready know you and like you — to “Like” your Facebook page rst .
8Brands That Have Found Success on
Facebook & What We Can Learn
May 24, 2011 from Mashable
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5. BolocoBoloco is a Boston restaurant which has set up their Fan Page as
a “Place” Page, allowing people to check-in. In addition to using theReviews app to solicit and showcase reviews, Boloco is engaging and
has fun with their audience. Most importantly, as a Place Page, theycan leverage one of Facebook’s newest features, Deals, offering cus-tomers specic and local specials.
Lesson: If you have a physical location, use Place Pages and Deals to
drive trafc through your doors.
6. LOFT
Last June, LOFT upset its fans after they posted a series of photos ofsuper-thin models wearing their clothing. So the very next day, they
apologized and shared photos of their own staff, of various shapes andsizes, wearing the line. Fans responded enthusiastically, and since
then LOFT’s Fan Page has grown from 50,000 fans to 250,000 fans.They also post a lot on weekends, when their audience is online and
there’s less competition from other brands.
Lesson: Know your audience well, and when you make a mistake,quickly own up, do right by your audience and x the problem.
7. 1-800-Flowers.com1-800-Flowers.com was one of the rst brands to establish buying op-portunities inside Facebook, and now leverages in-stream sales. But
the most important thing they’ve done is to deeply integrate Facebookonto their website, putting the Like button on all products. Imagine
visiting an ecommerce website and seeing what products the personyou’re buying a gift for “Liked” — it would make choosing the right gift
a lot easier, wouldn’t it?
Lesson: Integrate Facebook outside of your Fan Page, on your web-
site, in as many places as you can. Create more compelling opportuni- ties for people to buy your product based on their friends’ Likes.
8. Brooklyn MuseumThis local non-prot has used pictures and an art app called Wall Pa-
per to attract more than 37,000 fans. One thing they do particularlywell is engage other entities. A look at their Wall shows lots of artist
pages and other organization’s pages interacting with the Museum’s
page — not just the fans.
Lesson: Find synergy with other organizations and entities, and then work together to promote each other’s Facebook pages so that every-
one benets.
These eight brands all demonstrate worthwhile lessons in Facebook marketing.
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ROI is as popular an acronym in social media
as OMG or LOL are in TXTING. No matter howmuch you believe in social media, the reality is
that management needs to know, what’s the ROIof Tweets in “the” Twitter or Likes in “that” Face-
book thing that all the kids are talking about?
Kidding aside, the future of social media withinyour organization and the value your customers
experience in their networks of relevance is inyour hands.
No one said this was going to be easy, and if theydid, they didn’t report to the management infra-
structure where you and I operate. Change isn’teasy. But, these are the times we read about inbooks and see in the movies.
A classic “Cinderella Story,” if you will. You are
the person who will rise against the odds to bringabout meaningful change within your organiza-
tion. Like Cinderella or any other character inan underdog story, you’re destined to take thebumps and bruises before you realize the glory
or validation you deserve.
The question remains however, what’s the ROI ofsocial media? It’s a question that is in all reality,
unavoidable, but achievable. The pursuit of theanswer denes your destiny.
Let’s start with a bit of the truth. You cannot mea-sure the ROI of anything when the R, or the re-
turn, isn’t dened from the onset of any strategy.
Nor can it be measured through the quantica-tion of the 3F’s (friends, fans, and followers) orany other simple math formula tracking Likes,ReTweets, comments, impressions, mentions or
sentiment.
This is the time to apply a bit more science thanhistory to better understand how to design social
media programs that measure a click to action.
Like Me? Why Don’t You Love Me!?
In a classic twist of fate, brands rushed to so-cial networks to seek acceptance in the form of
“Likes” and follows. Once there, they found
that connection was only the beginning.
At the heart of these new communities was just that, a community. And, communities
require an investment of not only time andresources, but value…value on both sidesThis is about going beyond Likes, this is
about loyalty, advocacy, and engagement.
HubSpot’s “The 2011 State of InboundMarketing” report spotlighted the critical im-
portance of Facebook and Twitter in 2011business strategies at 44% and 38% re-
spectively. That’s up from 24% and 21% in two short years.
With an increased focus on Facebook specically, businesses will needa better understanding of what it is consumers want and how it is the
company plans on delivering it within an interactive, peer-to-peer envi-ronment. eMarketer recently published a report, “Facebook Marketing
Strategies for Turning ‘Likes’ into Loyalty,” to help shed light on theimportance of meaningful engagement. The title of the report says it all
Businesses will need to invest less in supercial interactions and morein driving loyalty and steering benecial customer experiences. Every-
thing begins with dening the value and the experience customers areseeking. Yes, it goes beyond the ask, “Follow us on Twitter and Like us
on Facebook.”
The reality is however, brands aren’t outright expressing why consum-
ers should do so. Instead the entire premise of many social media cam-paigns is void of expressed value or meaning and therefore absent of a
solid foundation for measurement.
Measurement Starts with Benchmarking Against Progress TowardBusiness ObjectivesIn the early stages of social media marketing, brands experimented
with measurement by tracking soft, but still necessary metrics suchas awareness, engagement, sentiment, mentions, Likes, Followers
RT’s/mentions, comments, etc. Sometimes, these metrics were bench-marked against competitors to demonstrate position and change over
time. In an unpublished study that I reviewed, over 50% of businessesadmitted not knowing how or what to measure in social media.
Without connecting the dots between intention and cause and effect,we are measuring nothing more than activity. However, dening what
You Can’t Measure
What It Is
You Do Not ValueMay 24, 2011 from Brian Solis
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it is we’re trying to solve for and also identifyingdesirable outcomes is how we begin to design
measurable programs.
And, not only do social media engagement pro-grams become measurable, they also by default,start to teach us how performance directly aligns
with customer needs, interests and expectations.
In the third annual Benchmark Report: Marketing-Sherpa, sponsored by Vocus, focused a majority
of the insightful 200+ pages on ROI. It begins witha telling sign of the growing importance of socialand its ultimate collision with the C-suite.
65% of business’ budgets will increase social
spending between 2010 and 2011. Along withthat discovery, senior executives are expecting
quantiable results that contribute to ROI or tomeasurable outcomes.
As mentioned earlier, we cannot measure what itis we do not know to value. Therefore value must
be designed into the programs to accurately cap-ture progress and effect.
Moving forward, MarketingSherpa and Vocusfound that the priority areas for businesses re-
sponding to executive requests to “show themthe money” have several issues to overcome.
1. Developing an effective and methodical social marketing strategy
2. Achieving or increasing measurable ROI from social marketing pro-grams
3. Converting social media members, followers, etc. into paying customers
4. Achieving or increasing measurable lead generation from social mar
keting
The list goes on and on.
The path to measurement starts with a clear picture of the destina-
tion and what it takes to get from here to there. Businesses that learnto measure effect and outcomes will discover engagement strategies
mature naturally simply because they’re designed to deliver againscustomer expectations while driving meaningful and measurable ex-
periences.
Taking the easy road is tempting, but it’s the path thamany are following. Your job is to rise above the fray
and connect the dots between social, outcomes, anddemonstrable progress toward business objectivesDoing so bridges the gaps that exists between ex-
ecutive management, social media, scale, and customer expectations.
Moving forward, businesses that will leapfrog theirpeers are those that identify customer needs and
business priorities and then reverse engineer themto design informed and measurable programs.
Additionally, establishing metrics that benchmark
against the opportunity sets the stage for establish-ing links that connect performance to ROI and ROI toexecutive support and sponsorship.
Next…
1. Understand the need and the opportunity amongs
customers and prospects.
2. Design programs that meet their needs, offer tan-
gible value, and also tie to business objectives.
3. Design outcomes and returns and integrate KPIs
that capture progress, performance, and opportunities for optimization.
4. Create a disciplined process that is replicable
across the organization and the various sociapresences that exist or are sure to arise.
Now, show us the way.
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Brands are littering Face-
book, Twitter and YouTubewith run-of-the-mill social
media campaigns. Manyare guilty of replicating
the ideas of their more ambitious competitors while otherssimply hope to get additional mileage out of television spotsby placing them on YouTube. Not Ford.
On the heels of its successful and well-received Ford Fiesta
Movement and 2011 Explorer Facebook reveal initiatives,Ford has crafted yet another innovative social media cam-paign, this time to raise awareness and introduce consumers
to the 2012 Focus.
At the center of the campaign is Doug, an irreverent and ab-surd tweeting, Facebook updating and YouTube uploading
sock puppet serving as the spokesperson for the new car.
Ford has constructed multifaceted ctional characters in
Doug and John. John is Doug’s human companion — thestraight man of duo. Doug’s comedic, brazen and off-the-
cuff personality is the perfect foil for John’s more factually-grounded act. Together, they it about the country in a new
Focus, frequently updating their social media accounts withan assortment of content and playful banter.
The idea, says Digital Marketing Manager Scott Kelly, whoseteam is responsible for the campaign, is to use social chan-
nels as a medium to create invitational content.
“Doug is a multilayered character that’s more fun to get toknow in an interactive setting. A 30-second TV spot couldnever afford us the opportunity to engage with our consum-
ers the way the social channels do,” says Kelly. “The videosare an introduction to him and John, but the real fun begins
when people can talk to Doug and have him talk back.”
Untraditional and the opposite of politically correct, this socialmedia and content-heavy campaign is the riskiest one yet forFord.
Ford, widely regarded as a digitally savvy brand, is not guar-
anteed a home run with each swing. Anwith ctional characters engaging with brand fa
an outspoken sock puppet with a big mouth, and an agenthat manages the social media updates, Ford is asking fo
trouble. Anything and everything could go wrong.
Mashable spoke with Kelly extensively to get a behind-thscenes look at the campaign and a progress report on ho
its going.
Who is Doug?
In understanding Fordmotives for the spokespu
pet campaign, one murst understand who Dois and what he represents
“Doug is the latest additi
to a long history of spokepeople for Ford,” Ke
says. “Like the 100 agenfrom the Fiesta Movement, he’s someone who’s been loana Focus for a certain period of time and expected to get t
word out about what is, essentially, a brand-new car.”
Doug is symbolic of the redesigned Focus — he’s the oppsite of what you’d expect. “The 2012 Focus is nothing like t
past Focus, and Doug is supposed to serve as a provocatewho gets people to take a left turn in their day,” says Kelly.
The company intentionally made Doug a sock puppet so could say and do things that might not be acceptable from
human spokesperson. Doug is Ford’s license to walk on t
wild side.
Add to that John, “the straight man to Doug’s occasional asurdity,” as Kelly describes him, and you have a comedic p
in balance.
“[John] is the one with the real knowledge of the vehicle, so can correct misinformation when Doug says something lik
‘Every new Focus comes with an ejector seat and a licenplate changer,’” says Kelly. “Basically, he acts as a liaisondecency between Doug and the public, as well as letting
interject some vehicle features in a natural way.”
Sock Puppets & Social Media :
I n s i d e F o r d ’ s R i
s k y
M a r k e t i n g C a m p a
i g n
Ma y 18 , 2 011 f ro m Mas ha b le
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The Playbook & Cast of Characters
The ongoing campaign, launched in March and set to runhrough fall and possibly until the end of 2011, is quite intricate.
Here’s a rundown of who’s involved:
The show is an always-on production. Doug uploads videos to
YouTube once or twice weekly. The videos spawn a slew of re-sponses from viewers, and responses are weaved into the plot
as both Doug and John engage with fans. With the campaign soheavily tied to social media, Ford rarely lets Doug rest.
[Doug’s] Facebook and Twitterchannels are buzzing on an hourlybasis — even on the weekends,”
says Kelly. “We try not to leave fanshanging for too long without some
sort of response.”
Producing campaigns for social me-dia is perceived to be a cheaper af-air, but as you can surmise Ford’s
not pinching pennies on this one.
This is roughly what we wouldspend on a TV campaign that would
produce 3 to 5 commercials,” saysKelly. “Yet we’re producing a lot morecontent and having a more engaged
conversation — more bang for thebuck.”
More Than an Anecdotal Success?
Anecdotally, the campaign is a hit. Kelly shares that whilecompany wasn’t anticipating a one-to-one correlation betw
consumer exposure to the campaign and a new Focus chase, it has seen brand converts — it’s most coveted b
— post to Doug’s wall announcing their new car purchasesgiving Doug all the credit.
Those few Wall posts make for great stories, but they’re mashy than they are indicative of real success.
We asked Kelly what the specic goals of the campaign are
how the company planned to measure success. Ford, he sprimarily set out to “raise awareness and increase considerafor the all-new Focus.”
Ford plans to measure whether it’s met this objective by sur
ing people who were exposed to the campaign, he says.
“We’re also measuring that success via engagement withvideos and ad units, and sentiment for the 2012 Focus
Doug.”
So far, so good, he reports. Here’s a breakdown of how Doudoing:
aGoal: 10,000 total Facebook fansActual: 35,650 Facebook fans in four weeks
aGoal: 2.5 million YouTube video viewsActual: 1.7 million views, or 67% of the goal with sev
months to go
More Stats:
aFacebook post views: 725,000aFacebook “likes” and comments: 7,019
aFacebook demographics: 70% of status updates re
Ford’s target 18 – 24 year-old audience
aTwitter followers: 1,000
Plus, 41% of all the online
versation about the 2012 Fois related to Doug and the cpaign. “We denitely see th
a successful measure of drincremental conversation a
Focus by using Doug,” Kelly
serts.
“The campaign’s style of huis denitely working — sm
subtle humor as opposedbroad slapstick seems to r
nate with the consumers wwanted to reach,” Kelly
cludes. “And many of them hadmitted to going to take a drive because of Doug or a
ally buying a new Focus.”
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Rob Cohen
John RossBowie:
Paul Feig is the creator of Freaks and
Geeks and an occasional director ofThe Ofce.
For the Ford campaign, Feig directs
the video spots that appear on You-Tube.
Paul Feig
Paul F.Tompkins
Ridley Scott
& Associates
WPP TeamDetroit
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Did everyone catch the Mercedes-Benz Tweet Race back in February this
year? Well, they were a few days late due to some bad weather, but they made
it through and here is the campaign case study to prove it was a big success.
The campaign had almost 30,000 active participants with over 72,000 Face-book Fans and 77,000 Twitter Followers who generated over 150,000+ tweets
to power the cars. The campaign videos generated about 2 million views, whilethe twitter reach pushed over the 25 million mark.
Aside from the numbers, the Mercedes-Benz Tweet Race was a great way
to try something a little different, and by utilising simple ways to get involved,along with enough interesting, ongoing event content, they’ve created a verysuccessful campaign.
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Trunkline: 6225 7655
Thorsten Nolte, CEO
Samir Ahmed, Philippines Country Head
Visit us at www.UPFRONTMEDIA.asia
May 25, 2011 from Mashable
May 24, 2011 from DigitalBuzz
Here is a neat little case study for Stads
sion, a small charity dedicated to helpinhomeless in Stockholm.
The “Homeless Banners” campaign
based around a blank, homeless bannerno website to live, a banner that has bee
sized, and waiting for a home…
When users got to the micro-site, they
promoted to copy the embed code, and pit onto their own website, essentially g
the banner a place to live.
The longer it was embedded and the m
that it was interacted with, the brightebanner became, helping to drive dona
and further emergency banner housinhelp spread the word…
After just a month, there were over 400 sites hosting the homeless banners, gen
ing 36 million impressions, and tripling dtions…
INTERESTING TO
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Humor
Mercedes-Benz Tweet Race Case Study
Stockholm: The Homeless BannCampaign
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