AMB330 Digital Media Audit Finishing - WordPress.com · 2015. 10. 18. · support. The digital...

Georgia Amery (n7386532) 1

MODULE 1: DIGITAL MEDIA AUDIT

Client: Cancer Council Queensland

Date: 07.08.2015 Criteria Examples or observations Rating

1 to 10 Broad vision of how digital media can transform Cancer Council Queensland

Cancer Council Queensland’s (CCQ) digital media strategy seeks to (Cancer Council Queensland, 2015) –

1. reduce the burden of cancer on all individuals and the community 2. be outcome focused, responsive to community needs and committed to

voluntarism 3. raise funds which are dedicated to eliminating cancer and diminishing

suffering from cancer through research, treatment, patient care, prevention and early detection.

CCQ is present across a number of digital platforms, including a website, Instagram, Facebook, Twitter, YouTube and Google+ account. Much of the content is replicated across these platforms. However, the audience size and impact may differ. The CCQ website is a source of dense information. It provides a comprehensive overview of the company’s composition and purpose, methods of providing support, medical research and technological advancements, informational documents regarding prevention and early detection, current government policy and grants, as well as upcoming events and contact details. While the website encompasses the information required to meet CCQ’s broader goals, aims and mission statement, the impact of the message is lost within the multi-mapped screen. The CCQ’s Facebook, Twitter and Instagram accounts are essentially content duplicates. The company has just over 1,000 followers on Instagram, over 4,000 followers on Twitter and over 17,000 likes on Facebook. While this is partly attributable to the overall membership of the respective platforms, it may also indicate the preferred medium for interaction and inform engagement strategy. To provide an example, CCQ’s recent post “Did you know men are less likely to survive melanoma than women?” is more amenable to a Twitter platform. It can be re-tweeted and favourited in an informative, yet text-dominated manner.

(Cancer Council Queensland Twitter, 2015) By contrast, CCQ’s recent post promoting their “Biggest Morning Tea” fundraiser is better suited to an Instagram platform. Followers are able to like and comment on the photo, while also searching the #biggestmorningtea to see other event participants.

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(Cancer Council Queensland Instagram, 2015) Finally, CCQ’s recent post promoting Daffodil Day and calling for donations is more appropriate for a Facebook platform, as the desktop interface makes donation simpler.

(Cancer Council Queensland Facebook, 2015) Overall, digital media assists in achieving CCQ’s goals, aims and mission by allowing stakeholders to be connected, informed, supported, and inspired through various platforms. It empowers sufferers to become involved in a larger community of cancer-patients, and provides insight for those who support the cause.

Integration of marketing, IMC and digital strategy

CCQ’s digital strategy is largely consistent with their traditional advertising and integrated marketing communications strategy. While the brand and merchandise still subsists in a number of retail outlets, workplaces, branded events, and on mainstream media such as television and newspaper, digital has extended its reach to new audiences across new platforms. SLIP SLAP SLOP CAMPAIGN Launched in 1981, the Cancer Council’s “Slip Slop Slap” TV campaign instituted a dramatic shift in sun protection attitudes and behaviour (Cancer Council

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Queensland, 2015). In 2007, CCQ adopted an additional two phases to the movement, namely “Seek and Slide” (Cancer Council Queensland, 2015). This campaign, and its main character “Sid the Seagull” is replicated and integrated across a number of traditional and digital platforms, as below – • YouTube reproduction of “Slip, Slop, Slap, Seek and Slide!” TV campaign

(Cancer Council Queensland YouTube, 2014) • Instagram drawing promoting “Sid the Seagull”

(Cancer Council Queensland Instagram, 2015) • Instagram post of character suit of “Sid the Seagull” seen in shopping

centres and high-traffic areas

(Cancer Council Queensland Instagram, 2015)


DAFFODIL DAY Established in 1990, Daffodil Day seeks to raise awareness about and funds for cancer (Cancer Council Queensland, 2015). This campaign, and the correlating branding, is replicated and integrated across a number of traditional and digital platforms, as below – • YouTube reproduction of “Show You Care” TV campaign

(Cancer Council Queensland YouTube, 2014) • Facebook post promoting merchandise box available for order

(Cancer Council Queensland Facebook, 2015) • Sharing of real life stories through Facebook

(Cancer Council Queensland Facebook, 2015)


AUSTRALIA’S BIGGEST MORNING TEA In 2005, “Australia’s Biggest Morning Tea” broke the Guinness World Record Book for being the largest simultaneous tea. This campaign and event details are replicated and integrated across a number of traditional and digital platforms, as below – • Pinterest board of morning tea ideas

(Cancer Council Queensland Pinterest, 2015) • Newspaper article of morning tea event hosts

(Dodd, 2015)


• Tweet on the launch of “Australia’s Biggest Morning Tea” with ambassador, Alana Lowes

(Cancer Council Queensland Twitter, 2015) Overall, CCQ is effective in delivering a consistent message across both traditional and digital media. However, the digital campaigns seem to mirror the traditional approaches, rather than optimizing the nature of digital to develop new ideas or content innovation for digital platforms.

Digital strategy (please articulate)

The advertising strategy of CCQ is to encourage advocacy by inviting people to “show they care” by donating money, volunteering or otherwise providing support. The digital strategy amplifies the traditional content and events by providing alternative platforms for this advocacy and fundraising. Digital is an add-on to the traditional marcom efforts and not an innovative platform for connection. CCQ’s digital strategy is considered within the “RACE” inbound marketing funnel (Chaffey, 2015). This 4-phase approach suggests that digital presence can be increased by (1) reaching prospects and customers, (2) acting to achieve interaction (3) converting leads to sales and (4) engaging through time (Chaffey, 2015). 1. REACH The “reach” phase defines a method for building brand visibility. This is achieved through the following process, as outlined by Chaffey (2012) – • Search marketing Search marketing includes search engine optimisation as well as pay-per-click search. On a preliminary search of “cancer”, Google returned the following results –

o Paid advertising - 1) Canteen Australia 2) Breast Cancer Australia 3) Cancer Council Queensland

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o Non-paid advertising - 1) Australia Cancer Research Foundation 2) Cancer Council Australia 3) Wikipedia Cancer 4) Cancer Australia 5) Cancer Council New South Wales 6) Cancer Council Victoria 7) Cancer Council Queensland

CCQ has invested in paid and unpaid search marketing. While they do not yield the best results, they are competing in a saturated market, and manage to penetrate the unpaid results comparatively well.

• Online public relations Online public relations includes publisher outreach, community participation and media altering. CCQ participates in publisher outreach by engaging with other cancer and health-related organisations such as BreastScreen Australia (see “Breast screening saves lives, new report shows”) and the Look Good Feel Better program (see “Cancer Council supports Look Good Feel Better program”). CCQ encourages community participation through online competitions, sharing of event photos and promoting daily sun-safe tips. They also alert the media through regular press releases and upcoming reports.

(Cancer Council Queensland , 2015)


• Online partnership CCQ has a close partnership with Cancer Council Australia. Both companies share research, information, support, branding and directors.

• Social media marketing

o YouTube CCQ primarily use their YouTube channel as an online platform to distribute already-released television advertisements.

o Facebook CCQ use their Facebook page to promote upcoming events, give insight into the latest research and technology, provide health and safety tips, share survival stories and introduce staff members and ambassadors.

o Twitter CCQ use their Twitter account to re-tweet stakeholder posts including those of employees and ambassadors, provide health-related statistics, and share news articles and initiatives undertaken by CCQ.

o Instagram CCQ use their Instagram account to promote current branded merchandise, share inspirational quotes and re-gram photos of their followers and event participants.

o Google Plus CCQ use their Google+ account to provide search engines with basic company information such as address, phone number, website and opening hours. 2. ACT The “act” phase defines the method to gain initial impact and encourage interaction and engagement. This focuses on improving the outlay and physical display of platforms to gain a higher conversion rate. Chaffey and Smith (2013)

suggest the following method to ensure the increased visibility is optimised – CCQ has structured their website in accordance with this configuration, in order to ensure customers and potential leads can be converted into loyal advocates. The home page depicts an array of CCQ’s current activities, to inform users about the company. The tool bar includes a search function, page map and overview of products to promote brand creditability and build CCQ’s value proposition. Should users chose to donate funds or partake in an event, the CCQ website offers an independent landing page to undertake these transactions. This provides users with a sense of trust and confidence in making the payment online.


3. CONVERT The “convert” phase defines the method to maximise conversion rates to achieve sales, both online and offline. In relation to CCQ, a sale may be a donation, the purchase of branded merchandise, the use of their support services, access to reports or participation in events. While this is more difficult to monitor compared to a product-based company, it is equally as important. The number of sales validates the company’s impact and existence. CCQ attempts to increase their conversion rate by offering a 24-hour online donation portal, distributing merchandise in commonly accessible locations, providing extended opening hours for telephone support services, offering downloadable and printable reports and advocating events which appeal to a wide variety of people. 4. ENGAGE The “engage” phase defines the method to maximise long-term customer engagement and retention. This is measured according to an individual’s net promoter score, or the likelihood of referral (Rhodes, 2008).

CCQ tries to drive advocacy for their cause by promoting regular donors and endorsing ambassadorial roles. They encourage engagement by creating participatory events and competitions.

Overall, CCQ seek to deliver a digital strategy to compete with a variety of other charitable organisations while delivering a medium for consumers to feel connected, supported, and informed.

Strategically consistent, company-created brand messages

CCQ’s brand messages are consistently seeking to deliver 3 broad notions – 1) Ongoing research, treatment, patient care and prevention 2) Community involvement and voluntarism 3) Support services for patients As aforementioned, much of CCQ’s content is replicated across all platforms in the same manner. An example of CCQ delivering the notion of “support services for patient” can be seen below – • Instagram post informing followers of the demand for accommodation

provided by CCQ for patients

(Cancer Council Queensland Instagram, 2015)

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• Facebook post introducing support services staff

(Cancer Council Queensland Facebook, 2015) • CCQ website portal to “Ask a Nurse” a question online


Degree of company involvement in digital and social media

Most content shared on CCQ’s platforms is from the company itself. Digital appears to be an add-on to the traditional method of marketing, including television advertising, events, publicity and merchandising. It is currently being used to extend traditional reach via digital platforms, rather than using those platforms strategically to connect with their stakeholders.

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Digital tools and social used by the company

CCQ lists on their website the platforms on which they exist. These are Facebook, Twitter, YouTube, Google+ as well as the website itself.

It ought to be noted that this list is not comprehensive. CCQ also occupy Pinterest.

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(Cancer Council Queensland Pinterest, 2015) Further, CCQ have just released a “SunSafe” application for Apple and Android devices.


Frequency of use of digital and social media tools

There is a high degree of content posts from CCQ, especially in the lead-up to events. The company posts to Facebook, Twitter and Instagram at least twice a day, with increase use in the lead-up to events or cancer-awareness days. Content is typically shared at the beginning and end of the workday. CCQ may be choosing to post at these times in accordance with peak online demand cycles (Cisler, 2010). The CCQ YouTube channel has more limited content, with a new video being uploaded two to three times a month. This is likely due to the restricted number of viewers. CCQ appear consistently update their website with current research, upcoming events and press releases.

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Examples of content shared

CCQ share vast amounts of content. The following three posts are examples of this – FACEBOOK FUNDRAISING EVENT CCQ posted the following Facebook message on July 28, 2015. This campaign is targeting two large consumer segments. Firstly, those interested in health and wellbeing. This will typically be a younger age group (18 – 29 years old), motivated by the chance to win a Fitbit Fitness Tracker, as well as the opportunity to participate in a physically challenging activity. Secondly, those who have been affected, either directly or indirectly, by cancer. This will typically be an older age group (30 – 55), emotionally or morally motivated by the opportunity to support a cause close to them. The ideal action of this promotion is to attract more registrations for the Bridge to Brisbane, and increased exposure for the event.

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(Cancer Council Queensland Facebook, 2015) INSTAGRAM PREVENTATIVE MEASURES POST CCQ posted the following Instagram photo on February 10, 2015. This campaign is targeting the CCQ’s followers more broadly. This will be predominately 18 – 40 year olds, living in metropolitan areas in Queensland. The ideal action from this promotion is to persuade followers to undertake these simple 7 steps, in an effort to reduce the rate of Cancer diagnosis.

(Cancer Council Queensland Instagram, 2015) CCQ WEBSITE 10 YEAR ANNUAL REPORT CCQ collated a report summarising cancer research over the past decade. This sought to inform stakeholders of their contribution towards cancer awareness, prevention and treatment. This is likely to be targeting older consumers (30 – 60 years old), who may work in the medical industry or have a vested interest in cancer research. The ideal action from this report is for readers to pass this information onto other stakeholders, and to build interest in the field to encourage further research and funding.



Strategic user engagement

The content created is duplicated from traditional media. It is not targeted to particular audiences, nor optimizing the use of the digital platform. This is perhaps reflected in the number of YouTube uploads (for example, 11 views on one post last month) and the number of followers on Instagram and Twitter. A personal Instagram account is likely to receive more likes and comments than CCQ. Facebook has a broader following. However, there is little evidence of strategic user engagement, with general, non-targeted content reading much like a newsletter.

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Measurement of digital performance

There is little evidence of optimization of the digital assets through search or analytics to measure and enhance performance. Furthermore, there appears little effort to capture or use data to personalize messaging. Nor are there outstanding examples to suggest the activation of a digital strategy through well-targeted content or evidence of large followings across its digital platforms. While they post a lot of content, it is not strategic and generally repetitious. Furthermore, community management appears an afterthought, with little seeding of content, scarce consumer interaction or customer service.

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*Where 0 indicates a lack of achievement and 10 represents optimum achievement.

Bibliography Cancer Council Queensland . (2015). About Us. Retrieved August 5, 2015, from Cancer

Council Queensland: http://www.cancerqld.org.au/page/about_us/our_mission_statement/

Cancer Council Queensland Facebook. (2015, July 29). Cancer Council Queensland Facebook. Retrieved August 4, 2015, from Facebook: https://www.facebook.com/cancercouncilqueensland?fref=ts

Cancer Council Queensland Instagram. (2015, May 28). Cancer Council Queensland Instagram. Retrieved August 6, 2015, from Instagram: https://instagram.com/cancercouncilqld/


Cancer Council Queensland Pinterest. (2015, August 1). Australia's Biggest Morning Tea Pinterest. Retrieved August 5, 2015, from Pinterest: https://www.pinterest.com/cancercouncil/australias-biggest-morning-tea/

Cancer Council Queensland Twitter. (2015, July 31). Cancer Council Queensland Twitter. Retrieved August 6, 2015, from Twitter: https://twitter.com/ccqld

Cancer Council Queensland YouTube. (2014, July 30). Cancer Council Queensland YouTube. Retrieved August 4, 2015, from YouTube: https://www.youtube.com/user/cancerqld/videos

Chaffey, D. (2015, January 20). The RACE Digital Marketing Planning Framework. Retrieved August 6, 2015, from Smart Insights: http://www.smartinsights.com/digital-marketing-strategy/race-a-practical-framework-to-improve-your-digital-marketing/

Chaffey, D., & Smith, P. (2013). Emarketing Excellence: Planning and Optimizing your Digital Marketing. Kentucky: Routledge Publishing.

Cisler, E. (2010, October 28). Study Reveals What Times Users Are Most Active. Retrieved August 5, 2015, from AdWeek: http://www.adweek.com/socialtimes/study-reveals-when-facebook-users-are-most-active/324538

Dodd, K. (2015, May 29). Happy hosts help raise funds for cancer support. Retrieved August 4, 2015, from The Chronicle: http://www.thechronicle.com.au/news/happy-hosts-help-raise-funds-for-cancer-support/2654058/

Rhodes, M. (2008, March 20). What is the Net Promoter Score? Retrieved August 5, 2015, from FreshMinds: http://www.freshminds.net/2008/03/what-is-the-net-promoter-score/

AMB330 Digital Media Audit Finishing - WordPress.com · 2015. 10. 18. · support. The digital...

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