Professional Documents
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Warc Trends
Toolkit 2015
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At a glance
Takeaways from this chapter
1.
2.
3.
Brands need to
ditch the
community
ideology, then
invest in the parts
of social media
that are working.
Darika Ahrens
Twitter loves TV
The relationship between television and Twitter is becoming better understood. The fact that television drives social
conversations is not new news. But there is a growing body of research evidence to support that 'amplification' effect,
and suggest ways brands can take advantage of it.
Implication: Some commentators argue that brands with high-impact content should take an 'omnichannel' approach to
media strategy, and plan where possible for the social impact of their campaigns. As well as advertising, identifying
sponsorship opportunities may be a powerful tool here.
4.
content to maximise reach and exposure in the increasingly competitive newsfeed. Brands should expect a growing suite
of ad products built around Facebook's rich user data, and for other social platforms to follow suit. One particularly
interesting development is the potential to use social media login information to follow individuals across devices,
potentially solving the 'cookie question' that has dogged data-driven digital marketing.
Implication: This space changes frequently, but the direction is clear. The boundaries between earned media and paid
media are blurring, and brands should review spend on social media regularly as new products emerge. For brands
interested in cross-device targeting, it is worth keeping tabs on the moves by the big social networks to do more with
their login information.
Briefing
'Social' remains a key topic of interest for marketers both the development of social media platforms and, more
broadly, social as a marketing and communications strategy.
2014 saw the social space evolve rapidly. It is clear that social now refers to a number of diverging tools and techniques, and
marketers should be clear which are most relevant to them:
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Social as the 'plumbing' of the internet it is the pipes through which content flows and reaches an audience. The
changes Facebook has made to its algorithm are having an impact in this area, though there are, of course, other
channels content can flow through.
Social as a real-time platform, and in particular the growing link between TV or live events and platforms such as
Twitter.
Social as a data-rich media buy this is the driver of Facebook's rapid revenue growth.
As the social space diverges, there is decreasing emphasis on brands building communities. A provocative piece by former
Forrester analyst Darika Ahrens argued that the focus by brands on building 'communities' of fans or followers had been a misstep. Of course, there are examples of brands that have successfully built and used a community, but Ahrens argued that for
each example of success there will be many failures.
Ahrens' conclusion: "Brands need to ditch the community ideology. Then invest in the parts of social media that are working:
advertising, customer service, and data."
The evolution of social strategies, then, is not only a result of platform developments, but a realisation of what is working.
Social as plumbing
Social media is a key platform for the distribution of content online in effect it is the 'pipes' through which content flows. One
of the drivers of investment in content marketing in recent years is the rise of this alternative, 'earned' media ecosystem.
In 2014 Warc announced the winners of the inaugural Warc Prize for Social Strategy, a competition that looked for campaigns
that drove earned media and could also demonstrate a business impact. A follow-up report, Seriously Social 2014, analysed
the shortlisted entries and drew a number of conclusions on the types of 'currency' that work in social and the role social can
Brands that use cause-driven messaging appear to drive greater business results than those who rely on brand 'stories'.
Social media is most effective when used as a support for activity in other media.
This is a space that is evolving rapidly. In 2014, Facebook made changes to the algorithm that determines what users see on
their newsfeed. The upshot is that organic reach of branded posts are reaching, according to some estimates, just 2% to 8%
of a brand's Facebook following.
Facebook argues that its priority is the user experience. So brands producing very high-quality content that consumers will
want to share should not see significant declines in reach (Red Bull and Newcastle Brown Ale are examples of brands that
have succeeded in this space). However, the easiest way to ensure reach is to pay for the privilege. As such, the lines
between earned media and paid media are blurring.
It's also worth pointing out that social distribution of content is broader than social networking sites. One Australian study
looked at 'dark social' copying and pasting website links into email, text or instant messages. It estimated that sharing via
these methods was three times more common than sharing via Facebook.
developing a Twitter strategy that treats tweets as an extension of both your content and promotional efforts;
programming Twitter like you program your network: combine paid and owned tweets for maximum impact.
The upshot is what comScore's Gian Fulgoni calls an "Omni-Channel" strategy. Because there is now a quantifiable bounce,
marketers (and programmers) should consider developing social strategies hand-in-glove with their content strategies to get
the biggest bounce.
This application of social media is also having an impact on sponsorship. In the UK, Continental Tyres leveraged its
sponsorship of the 2014 World Cup through a Twitter-based campaign designed to engage fans during matches. The brand
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asked people to predict how players would perform, with questions that engaged people of different football-knowledge levels.
The Twitter campaign reached over 40 million fans and generated 11,000 competition entries.
An ad platform that uses Facebook login information to track consumers across devices. This development has the
potential to help advertisers solve the 'cookie question' the difficulty of reaching the same individual as they access the
internet from different devices.
Where Facebook leads, it is likely other networks (and their third-party ad partners) will follow. One of the key trends in social
media marketing is for 'native' ad placements that fit into a user's feed and timeline one study predicts these will generate
$9.4 billion in the US in 2018, making up 60% of all social media revenue. The study predicted that native social adspend
would overtake social display in 2015.
However, there remain questions over the degree of advertising consumers will accept on these platforms, and on the use of
their data on behalf of advertisers. The recent buzz around ad-free social media site Ello underlines the delicate balance social
sites have to perform when pursuing this agenda.
Social remains a useful source of data, and a consumer research tool as a recent research paper into social mediagenerated insight concluded, the "less formaland more honest" nature of online discussions generates "new ways for brands
to understand consumers more deeply."
An emerging area is using social data to help in ad testing and ad tracking. Cadbury Creme Egg, the chocolate brand owned
by Mondelez International, has shown how Facebook can be used as a forum to pre-test ads by posting its creative directly on
the social network, identifying which messages and images achieve the most viral traction, and then translating them into paidfor display and print executions.
There may be an even bigger prize in the area of cross-screen research. A recent paper from comScore noted that social sites
tend to have greater usage on smartphones than the average internet site.
Percentage of online time spent on content categories by device used
Social media is growing as a tool to communicate with and reward customers. One brand that has pushed this model is
American Express. For example:
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An initiative conducted through a partnership with Foursquare, the location-based app, allowed Amex customers to
receive special offers when they visited certain retailers and restaurants.
Working with Twitter, the firm secured customers special deals on products which could be ordered simply by using a
hashtag.
Tie-ups with taxi app Uber and travel website TripAdvisor provided different benefits for customers on the move or
thinking about booking accommodation.
The importance of social media within the customer journey was underlined by a research paper on Consumer Moments of
Truth. The 'Moments of Truth' model is used by a number of successful multinationals (initially Procter & Gamble and
subsequently Google), and describes key instances of contact between a potential customer and a brand. The model
emerging gives prominence to online word-of-mouth, as recommendations are shared and searched among digitally connected
consumers.
Consumer decision-making journey in a digital world
Viewpoint
Tools, talent, technique: harness the social revolution
Nikki Jones, Senior Consultant, Customer Advisory Practice, Deloitte Digital
Over recent years, brands have spent a great deal of time and effort investing in social brand
communities. Now it's time for brands to think carefully about where to invest to be able to connect
with customers in a way that matters to them.
Customers are changing. They are more connected than ever, with 62% of people in the UK owning a smart phone (Deloitte
Mobile Consumer Survey 2014), and the internet enabling customers to be more informed about brand's products and
services. Technology is enabling them to connect and engage anytime and anywhere. Brands have to find new ways of
working to cope with this changing customer landscape and ensure they maximise their access to valuable customer insight.
Increasingly, we are seeing more clients looking to enhance their CRM capabilities to include social and leverage powerful
analytical tools to help them understand and engage their customers in more insightful ways. These tools help brands have
visibility of who's buying their products, allows them to analyse the sentiment of the conversations customers are having about
them, find out their needs and even reward them for their valued interaction. This customer insight can help brands make more
informed decisions and ultimately help them engage their transient and time-poor customers more effectively, decreasing the
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pain and effort customers have to go through to engage and transact with brands when it matters most to them.
However, to engage customers in the right way brands can't just rely on tools alone, they need the right talent to leverage
those tools. That talent needs to be in the right place at the right time and have a unique combination of skills across creative,
analytics, media and have a desire to help customers. We've also seen our clients' marketing and service functions collaborate
more closely. Argos's 'Badman response' in March1 was a great example: a creative and simple response, in a tone of voice
that engaged the customer, generated 1,500 retweets in just an hour. Equally, a negative response could have the reverse
effect, so brands need to have the capability to respond quickly and effectively in a crisis.
With the right tools and talent in place, there's one last piece to the jigsaw: technique. The way in which brands engage can
have a real impact on reputation. Brands have to become more agile in their approach, and this is proving a major challenge,
especially for those larger organisations that have not had to operate cross-functionally within their organisations before.
However, with the rise of mobile and social, online customers' expectations have increased to expect an always-on
experience, and brands have no choice but to change to meet their expectations. The recent Waterstones and Airbnb tie-up
(after a customer was mistakenly locked in a Waterstone's bookstore) is an excellent example of how both brands' agility and
creativity gained huge reach.
Being able to step on social trends fast has also proved extremely profitable for not-for-profit organisations such as Cancer
Research UK, which has raised over 8 million from its #nomakeupselfie campaign in March. The ALS Association raised over
$100 million with the Ice Bucket challenge in July and August. Combining this agility and creativity with the right media mix is a
powerful combination for brands to increase their share of voice disproportionally.
Through working with our clients we've experienced the powerful effect social has had on brands. It's time that more brands
took their social cue and turned it into a competitive advantage. Social can offer brands a powerful and effective tool not only
to engage with fans and followers, but also to drive business value and create a competitive advantage. Through developing
an agile approach and enhancing capabilities across the organisation, brands can keep up with the pace of innovation in this
space and set themselves up to be successful. Investing smartly in the right tools and talent, and encouraging the most
effective techniques, are the foundation to future social success.
Footnotes
1. 'Safe, we gettin sum more PS4 tings in' (10 March 2014)
Data points
A report by Warc analyses the difference between employing a brand story campaign and cause-driven
campaigns:
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Analysis of shortlisted entries to the Warc Prize for Social Strategy by marketing consultant Peter Field uncovered
evidence that using social media in conjunction with cause-driven campaigns is more effective than it is in conjunction
with conventional brand story campaigns.
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Cause-driven campaigns are more strongly associated with business effects (in that they cited more business effects in
the case study), despite the presence of not-for-profit brands in the mix, for which business effects are of limited
relevance. Excluding not-for-profits from the calculation leads to a starker comparison (1.7 business effects versus 1.1).
The business effectiveness of cause driven-campaigns also increases markedly over time, whereas that of brand story
campaigns does not; again, this is a reflection of the short-term outlook of the latter group.
The apparent weakness of cause-driven campaigns at generating brand effects may in part be a consequence of the
challenge of ensuring that the halo of goodwill anchors to the brand. This is one of the biggest challenges of causedriven social strategy: developing a strong 'fit' between the brand and the cause.
The Seriously Social 2014 analysis also looked at the effectiveness of campaigns for which social media was the lead
channel versus those for which it was not.
The case studies suggest that social should not be used as lead media, especially if long-term business effects are an
objective.
The study also found that the optimum number of channels to use with social media was eight.
An important broad conclusion is suggested by these case studies: that it is not wise to think of "social media strategy" in
isolation it is best to devise a brand strategy capable of driving powerful social effects, led by whichever channel is
most appropriate for the brand strategy, and then supported by social media activity.
*'Uplift' refers to the percentage increase in the average number of business effects recorded by campaigns that used social
media as lead, versus these campaigns that did not include it.
Source: Seriously Social 2014
Case studies
Case study 1: Newcastle Brown Ale: 'If we made it'
This case study explains how Newcastle Brown Ale, the beer brand, worked with agency Droga5 to apply its 'no bollocks'
approach to advertising during the Super Bowl build-up in the US. Its an example of the power high-quality content still has to
gain reach via social platforms, and how it helps for content to resonate with real-life events such as the Super Bowl.
Campaign details:
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The brand didn't have the budget to create a Super Bowl ad but still wanted to generate social buzz with a 'breakthrough'
strategy.
Newcastle Brown Ale mirrored the approach of other brands in the build-up to the Super Bowl, including behind the
scenes interviews, films of focus group responses and a trailer all for an ad it never made.
The campaign generated 1.1 billion impressions in total, was included in almost every Super Bowl best of list, and
increased brand awareness and purchase consideration.
//www.youtube.com/embed/LsrPZPZi94s?rel=0
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This case study shows how one brand leveraged the relationship between TV and Twitter. It describes how Mercedes-Benz,
working with AMV BBDO, monetised social engagement when real and virtual worlds converged in 'YouDrive'; the world's first
interactive driving experience conducted through a television commercial in the UK.
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Low consideration for the Mercedes-Benz brand amongst drivers aged 25-44 years old presented a significant marketing
challenge when faced with the launch of the new A-Class.
Tapping into the convergence between social platforms and broadcast content, the driving experience allowed a
television audience to influence an advertisement in real time via a digital social platform.
The result was unprecedented levels of real-time social interaction, consideration and sales in the UK, and YouDrive
achieved a return on marketing expenditure of over 9-to-1.
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