Seriously Social - Sample Version

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WARC TRENDS

SERIOUSLY SOCIAL(SAMPLE VERSION)>> A casebook of effectiveness trends in social media campaigns

>> By Peter Field and Carlos Grande

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Warc Trends >> Social Media


This is a sample version of Warc’s Seriously Social Trend Report

The full report is available to subscribers of warc.com. Request a free trial at www.warc.com/trial

2012 2011

65% 64% 62%57%

30%

11%

24%

55%

75%

22%

WOM, viral

75%

50%

Social media

Public relations

Branded content

Online video

Television

including some published after Sep-tember 30, 2012. By ‘best’ we mean examples that combined a clear use of social media with proof of its ef-fectiveness. Finally, we supplemented this analysis with relevant material from Warc news, event reports and other articles.

At the outset, we should clarify that most cases we studied used social media in combination with other channels. Single channel campaigns - of any type - rarely feature in the effectiveness and strategy competi-tions from which Warc draws its cases. Therefore, we try to pick out the role of social media within mixed media schedules.

Executive summary: Seriously socialSocial media penetration has come of age. Now knowledge of how to use it seriously must catch up.

This report offers a challenge - in more ways than one.

Nelson-Field and Klose issued their warning (see quote, far right) about usage of social media outpac-ing credible research in late 2010. Since then, Facebook has added its billionth user. The daily volume of Tweets has more than tripled to 330m. And Pinterest, Instagram and others have emerged as social platforms of scale. How many people would dispute that today social activ-ity is still spreading faster than its trusted analysis?

At Warc, we do not need to look far for evidence of this challenge. Social media was the joint most-used channel at the 2012 Cannes Creative Effectiveness Lions. In total, almost 60% of all case studies published by Warc over the last two years have featured social media in some form.

Yet doubts over how to show a commercial return from social media regularly surface in surveys of mar-keters’ top concerns. The irony of the same activity featuring on both lists of effectiveness case studies and lists

of effectiveness knowledge gaps is self-evident.

The following report tries to bridge these two developments. It aims to describe what has worked for brands socially and why. Its primary source of evidence is a body of almost 800 recent cases on Warc featuring social media. These were submitted to awards run by Warc partners or Warc itself and published on our service. We studied them in three ways.

First, there is a statistical analysis of trends among cases published be-tween January 1, 2011, and Septem-ber 30, 2012. Then, we have summa-rised the best cases - most winners of Gold Awards or their equivalent -

We all know that the rate of growth in social media has far surpassed the rate of credible research in this area.Karen Nelson-Field, Research Associate, Ehrenberg-Bass Institute, and Gavin Klose, Director, FusionSource1

Source: Warc indexing of Cannes Creative Effectiveness Lions, 2011-2012

% of Creative Effectiveness Lions featuring most used channels

http://www.warc.com/Content/Documents/A98684_Warc_Trends_Seriously_Social_-_A_casebook_of_effectiveness_trends_in_social_media_campaigns.content?ID=af399524-e903-4e72-978d-cfe30c603aa9

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Source: Case studies on Warc, January 2011 - September 2012

Gold winners

48.9%

51.1%

All cases

44.5%

55.5%

Included social media Excluded social media

Cases using social media were a lower % of Gold winners than of All cases

Executive summary (contd.)Brands’ use of social media is grow-ing. A more serious approach could create more value from this activity.

The proportion of case studies on Warc with social media elements is on the rise (see later charts in this chapter). This body of cases is not intended to be necessarily repre-sentative of the industry. After all, it comprises success stories submitted to top international awards schemes in the expectation that they will be recognised as unusually effective.

But the increasing presence of so-cial media in cases on Warc echoes the many industry studies that have detailed the growing spend and priority allocated to social media communications by brands.

One school of opinion holds that at least some of this investment is inspired by faddishness and blind faith. This school may seize on the fact that across the sample of cases studied for this report, cases includ-ing social media elements accounted for a slightly smaller proportion of Gold Award winners than their pro-portion of all cases.

Compared to the average among all Warc cases during the period, cases including social media ele-

Our view is that social media can work in a variety of contexts includ-ing larger, strategic programmes.This report cites examples of it being used effectively in diverse industry sectors and in campaigns across the budget spectrum.

Social media might not always be the right choice for every context. But in order for marketers to extract more value from their investments in this field, it is time for social media to be taken more seriously.

ments were also more likely to:

be shorter in duration involve lower budgets cite impressions rather than

business impact as results

These characteristics suggest many brands still view social initiatives as short-term and experimental. Yet the best social cases show these attrib-utes are neither essential nor always contributory to success.

Source: BIA/Kelsey2

19%2012-2016 forecast

compound annual growth

rate in US social media advertising




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Executive summary (final)Taking social seriously means tackling fundamental questions.

This report does not cover how to optimise ad units or messaging styles in social media. The answers to such implementational questions will alter frequently as social sites try to monetize audiences by developing new features for brands. Instead, we focus on overall approaches, goals, budgets, metrics and integration.

Our summary view is that social success often turns on meeting four main challenges:

1. The adoption of a social mindset: This approach prioritises how brands can create content consumers need or want to share - i.e. social cur-rency. It asks: is content share-worthy and share-ready? With its stream of personalised messages, P&G’s Old Spice ‘Response’ campaign exempli-fies this mindset in action.

2. Social articulation of a clear idea: In the best cases, a compelling idea united diverse elements. Marketers must be relaxed enough to enable consumers to add their voices and content to an idea for it to achieve genuinely social expression.

ity; and calls to causes/participation. The exact mix was determined by insight into what would drive social currency in the target audience.

Consider this report itself as a chal-lenge - or at least an open invitation. Email us if you have research that advances social knowledge. If you have an impressive social case study, submit it to a Warc Prize4. We prom-ise to update future editions with the best new material.

3. Scaling up of ambition: Many ini-tiatives felt project-like in scope. Yet the best featured substantial dura-tions and budgets, and proved their commercial effectiveness with rigour. Taking social seriously involves de-manding such standards of proof.

4. Including key elements: Staples of successful social campaigns in-cluded: taboo-breaking; humour; un-usual uses of celebrities; story-telling or knowledge-pooling; ‘wow’ creativ-

P&G’s Old Spice created personalised messages from its frontman for consumers to pass on

Source: Old Spice3

186Number of

personalised videos created

during Old Spice ‘Response’ campaign







SAMPLE CHAPTER

MEASURING SOCIALMEDIA>> How brands can stand out by a commitment to rigour




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1 Cases that depend heavily on social media sta-tistics as their evidence of success are still com-mon. But it is much more valuable to use metrics such as sales or customer penetration, even if it is not easy to isolate social’s exact contribution.

2 Some case studies rest on largely unproven assumptions about the value to brands of social media fans and their actions.

3 It is important to understand the link between previous usage/preference of the brand and any predisposition to engage with the brand on social media.

4 A growing body of best practice cases can show the commercial impact of social media, both as a solus activity and within multi-media campaigns.

At a glance Measuring social mediaKEY INSIGHTS




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The need for rigour in measurement

demonstrate how this can be done. Likewise, relationships between so-cial impressions and search volumes or product requests are useful prox-ies to establish.

But these are only elements in the full evidence set needed to show convincingly how communications changed the target’s behaviour and the brand’s business results. Inspired by Iceland6 is a rare example able to track traffic from a Facebook page to full-blown e-commerce opportunities.

The best campaigns demonstrate their effectiveness using conventional commercial metrics.

In this report, we have largely steered clear of cases that relied mainly on social media data as proof of effectiveness. We have focussed on those reporting accepted metrics such as increases in sales volumes, share, margin or penetration. It is time to justify this approach.

Whilst there is clearly a rising effort to put a true commercial value on social media activity, a huge oppor-tunity exists for marketers to distin-guish themselves by a commitment to rigour. Of course, one could level similar criticisms at many traditional campaigns. But it would be a shame if social media’s promise were under-mined by inheritance of the short-comings of older platforms.

Above all, case study authors should avoid over-relying on reams of social media impressions data. Such data often includes negative responses or those from irrelevant audiences. Properly interpreted, it can be useful as a measure of reach, especially if it offers meaningful comparisons with traditional media reach figures. Brands such as Dove5

Asking for this kind of rigour is not the same as being proscriptive about what gets measured. In addition to common metrics, variables success-fully used include lowered costs of contact/acquisition and, among non-profits, savings to the public purse. If social media wants to capture more spend, it is hard to escape the gen-eral conclusion that investment in its measurement will need to grow. That is another consequence of taking social media seriously.

Cases by Dove (above) and Inspired by Iceland show intelligent data analysis

It’s less about data collection, because there’s so much data out there. It’s more about back to basics and sticking to a business plan. Figure out what three things you need to measure.Kimberly Kadlec, Worldwide VP, global marketing group, at Johnson & JohnsonSource7




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The need for rigour in measurement (contd.)

Social media case authors do themselves a disservice by quoting ill-defined measures.

Likes: Facebook ‘likes’ should not be mistaken for automatic evidence of an increased new commitment to the brand. This is dangerous as likes may be generated in response to promotions or may be skewed towards existing heavy brand users. Some brands have connected ‘likes’ to fund-raising, by offering to make donations in direct proportion to ‘likes’ created.

Sharing/comments: Reporting and analysis of sharing/commenting on of content can be useful, though it is still rare to see it in detail. Again, reach figures need to be put into the context of traditional equivalents (such as offline word of mouth).

Tweets: The value of a Tweet is de-termined by its sentiment, its sender, the number and quality of recipients and their attention, and its ability to attract re-Tweeting from relevant, discrete users. It is to be hoped that in future responses by Twitter audi-ences will be analysed with greater sophistication and granularity.

Fans/Followers: The most impres-sive cases correlate momentum in Fan/Follower numbers to changes in customer behaviour such as product requests, sampling and, ultimately, sales. The Lynx – Using social media to drive brand loyalty Facebook campaign9 is an instance of a brand prepared to invest and publish pre- and post-campaign research. In this case, the brand claimed, somewhat controversially, to show increased brand spend among Facebook fans compared to existing brand loyalists not exposed to the fan group.

Earned media ROI: The return on a social media campaign should never be calculated by estimating how much the brand would have needed to pay via advertising to generate the equivalent to earned media men-tions. If estimating ROI is the goal, the safest way to do so is to work out the incremental net profit after all ad-ditional marketing and distribution costs (and ideally having discounted other potential causes of the profit.) Some case studies convincingly base ROI estimates on lowered costs of contact or acquisition, or on estimat-ed savings to public sector budgets as a result of behaviour change.

Lynx published dedicated research on its loyalty drive

Source: IAB/LBi/YouGov8

27%of survey

respondents said they had no idea how social media success was measured within their company




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KEY FACTS

Our brand strategy

Evolution of marketing KPIs

Set in relation to campaign goals

Company strategy

Evolved out of local market KPIs

Our purchase cycle

Financial period (quarter/year)

Other

No influences 0%

82%

43%

75%

39%

68%

4

4

50%

Lack of dedicated resources

Lack of knowledge of marketing teams

Lack of expertise in measurement

High number of data sources

Lack of time

Lack of past proven accountability

Cost (too high)

Lack of brand team interest

Other

Lack of management interest 0%

71%

38%

67%

29%

54%

25%

13%

8%

50%

Data: Digital measurementBRAND STRATEGY IS THE LEADING DRIVER OF DIGITAL KPI

MEASUREMENT IS A PRIORITY BUT MUST BE BACKED UP WITH RESOURCE

Base: 28 companies. Source: WFA online survey, 2011

Base: 28 companies. Source: WFA online survey, 2011

Which of the following influences your digital KPI setting? (tick all that apply)

What are the main barriers towards successful online measurement in your company?(tick all that apply)

A 2011 Warc/World Federation of Advertisers survey found overall brand strategy was the most cited influence when setting digital Key Performance Indicators (KPIs) in brand owner companies. It was more than twice as likely to be cited as the brand’s purchase cycle.

Encouragingly, no respondents reported lack of management interest as the biggest hurdle to successful digital measurement in their company. However, most cited shortages of dedicated resource and specialist knowl-edge. Over half of the respond-ents worried about specific shortcomings in measurement.

The table on the next slide also shows the variation between metrics even within social me-dia. This underlines marketers’ challenge in making cross-channel comparisons.




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Data: Digital measurementMETRICS VARY DRAMATICALLY EVEN BETWEEN DIGITAL PLATFORMS

Base: 28 companies, Resp: 25. Source: WFA online survey, 2011

Online generally Social specifically Mobile marketing

1 Activity (requests/registrations) Number of fans/followers Engagement/activity

2 Direct visits/vistors to website Engagement/activity Reach

3 Clicks Number of impressions/page views/retweets

Activity (requests/registrations)

4 General brand metrics (awareness etc.)

Reach Number of conversions/registrations

5 Dwell time Mentions/branded searches on Twitter/Facebook

Direct visits/visitors to website

6 Bounce rate Sentiment analysis Clicks

7 Reach Pass on rates (virals) Dwell time

What digital KPIs do you use for the following? (please tick all that apply to your company, even if the metric is being used for all platforms)




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Other examples:Canadian Tourism11, Keep exploring, Inter-nationalPhilippines Department of Tourism12, It’s more fun in the Philippines, International

The campaign monitored traffic from a Facebook page to travel websites

CampaignInspired by Iceland

AdvertiserPromote Iceland

AgencyThe Brooklyn Brothers

MarketInternational

Case study Inspired by IcelandINSIGHT: By tracking Facebook visi-tors in a consideration funnel, this campaign estimated the total value of its social communications.

CHALLENGE

With the country reeling from the global financial crisis, Iceland’s tour-ism industry was endangered by a volcanic eruption. Fear that Iceland was an unsafe destination spread just ahead of the key summer tourism period. A fast turn around of interna-tional sentiment was needed.

SOLUTION

A social-centric campaign built on the idea that 80% of visitors would recommend Iceland as a destina-tion. It was agreed that at a set hour, Icelanders - from the Prime Minister down - would be encouraged to go online and upload stories about why their country was worth visiting.

Videos of celebrities and other advocates were uploaded to a website and to a Facebook page which encouraged visitors to forward videos to their friends abroad. Webcams around the country sent live footage to digital poster sites in cities abroad and to the website.

Nonetheless, the case merits atten-tion because of its use of Facebook metrics. One in seven Facebook visitors became a fan, and more than one in three actively consided an Icelandic trip.

Monitoring of traffic from the Face-book page to travel websites led to an estimate that 9% of Facebook visi-tors were converted into a purchase opportunity. In total, an extra 79,252 tourists, worth almost £140m in rev-enue, were estimated to have visited the country.Read the full case study10

Search was optimised and a small number of newspaper and radio placements used to keep awareness high. To sustain momentum and reward active fans, a concert was held in Iceland and beamed live via webcast to 52 countries.

RESULTS

More than half of all Icelanders contributed to the campaign, which led to 2m stories being shared and 45,000 fans recruited. Outside North Korea, how many states could call on such civic participation?




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Other examples:Metropolitan Police14, Choose a different ending, UKTransport Ac-cident Commis-sion15, Young men pledge a blood oath, New Zealand

Facebook-hosted films played out the consequences of gang crime

CampaignThe case in defence of Deon

AdvertiserMetropolitan Police

AgencyAbbott Mead Vickers BBDO

MarketUK

Case study Metropolitan PoliceINSIGHT: A multi-faceted measure-ment approach was used to evalu-ate this gang crime campaign.

CHALLENGE

London’s Metropolitan Police needed to explain to teenage gang members the English legal principle of ‘joint enterprise’. This meant an indi-vidual involved in a killing could be charged with murder even if he or she did not wield the fatal blow. The audience was hard to reach and the budget a modest £300,000 ($480,000).

SOLUTION

The agency developed short, interac-tive films for a Facebook page. A trailer introduced several characters involved in the murder of a young boy, Deon. Individual clips then fol-lowed each character’s fortunes. The audience was asked to guess the killer’s identity.

All the films ended by explaining that the subject character had not killed Deon but was still charged with murder. TV, radio, cinema and posters drove traffic to the dedicated Facebook page, and educational materials were created for several radio and DVD formats.

films); and over 60% of films were watched in full. There was also a higher than average ratio (28%) for converting visitors to fans. Taking into account the high mes-sage take out and qualitative post-campaign evidence, the case authors estimate they deterred 22 youngsters from being involved in crime leading to a custodial sentence. This would have prevented the need to spend £2.5m on custodial services, and equated to a return of 1:8.5.

Read the full case study13

RESULTS

The Facebook page had 135,000 unique visitors – four times the original estimate – at 22% of the budgeted cost per user. Tracking research reported that 45% of the audience knew at least one element of the campaign and recorded high likeability and message comprehension (59% for both metrics).

Several data points suggested the content had drawn in users: 1% of visi-tors completed an action on the Face-book page compared to the network’s average of 0.15%. Visitors typically watched eight minutes of video (3.5




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Implications Measuring social rigorously

1

2

3

4

PUT SOCIAL STATISTICS INTO CONTEXT

The value of social media volume metrics (likes, shares, Tweets etc.) is best expressed in figures which can be meaningfully compared to those in traditional media. Although social volumes are often smaller, they can provide incremental reach and in-depth contact with new audiences.

INVEST IN LINKING SOCIAL DATA TO AUDIENCE BEHAVIOUR

Brands should follow the lead of the best social media cases that persuasively explain how they increased penetration and generated sales volumes among relevant audience segments.

RESEARCH BRAND FANS

It is worth allocating resource to more research and/or modelling in order to understand the direction of causality between social media engage-ment and brand purchasing. Do fans ‘like’ you because they are already frequent purchasers, or vice versa?

WHERE POSSIBLE, USE ‘CLOSED LOOPS’ TO TRACK CUSTOMER JOURNEYS

Even if you employ a range of digital media, there may be particular value in extra monitoring of Facebook properties that provide you with a closed loop of data that can track journeys from initial page visits, and ‘likes’ to e-commerce opportunities. The ‘Inspired by Iceland’ case benefited from one such closed circuit.




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1

2

3

5

6

4

ContentsWarc’s Seriously Social Trend Report features a summary and seven chapters. It offers analysis, cases, data and implications.

Executive Summary Overview of main findings

1 The social mindsetPlanning and insight priorities

2 Strategic or tactical?Adopting the right approach

3 Loyalty or reach?Which goals work best

4 Integration or stand alone? Add value to media plans

5 Social budgetsFitting funds to ideas

6 Measuring social media Committing to rigour

7 Future directions Where social goes next

Download the full report

FEATURED CASE STUDIES

1 Hellmann’s Real Food Move-ment, Canada(Chapter 1)

2 GRAACC, Do-nate your fame, Brazil (Chapter 3)

3 Gillette Mach3, W.A.L.S., India (Chapter 5)

4 NAB, Break-up, Australia(Chapter 5)

5 Metropolitan Police, The Case in Defence of Deon, UK(Chapter 6)

6 AT&T, You’ve Got a Case, USA(Chapter 7)

Read more in the full report





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References and further reading

Content on warc.com is subscriber-only.

To view these articles, request a free trial at warc.com/trial

1. The Social Media Leap: Integrat-ing social media into marketing strategyESOMAR, WM3, October 2010

2. Social media adspend to double in USWarc News, November 2012 (free link)

3. Old Spice: The Man Your Man Could Smell Like Responds to the InternetNorth America Effies, 2011

4. Warc Prizes

5. Dove Body Lotion: The Dove School of Body LanguageDirect Marketing Association - UK, 2011

6. Promote Iceland: Inspired by IcelandWarc Prize, 2012

7. How J&J dropped ‘disruption’ for a content-led strategyEvent Reports, ANA Annual, October 2012

8. How brands from Twitter to Tesco are managing the shift to digitalEvent Reports, IAB Engage, Octo-ber 2012

9. Lynx: Using social media to drive brand loyaltyIPA Effectiveness Awards, 2011

10. Promote Iceland: Inspired by IcelandWarc Prize, 2012

11. Canada: Keep ExploringWarc Prize, 2012

12. It’s more fun in the PhilippinesWarc Prize for Asian Strategy, 2012

13. Metropolitan Police: The case in defence of DeonIPA Effectiveness Awards, 2012

14. Metropolitan Police: Choose a different endingAPG UK Creative Strategy Awards, 2011

15. Transport Accident Commission: Young men pledge a Blood Oath for their matesCase Studies on Warc, Grey, Mel-bourne, 2012

Cases studied for this report in-cluded all cases indexed by Warc within the stated periods.

These came from the following sources: APG UK, ARF Ogilvies, CAANZ Effies (New Zealand), Cannes Creative Effectiveness Lions, Cassies, DMA International ECHO, DMA UK, Effies (Australia), Effies (North American), Euro Ef-fies, IPA Effectiveness Awards, Jay Chiats, Warc Prize, Warc Prize for Asian Strategy.






http://www.warc.com/Content/Documents/A92707_The_Social_Media_Leap_Integrating_social_media_into_marketing_strategy.content?ID=c87dc0d7-0194-46d8-8c00-3122cfe0dee7



http://www.warc.com/Content/News/N30686_Social_media_adspend_to_double_in_US.content?CID=N30686&ID=52ea4ffe-29fb-4b98-9892-437833a7259f

http://www.warc.com/Content/News/N30686_Social_media_adspend_to_double_in_US.content?CID=N30686&ID=52ea4ffe-29fb-4b98-9892-437833a7259f

http://www.warc.com/Content/Documents/A94321_Old_Spice_The_Man_Your_Man_Could_Smell_Like_Responds_to_the_Internet.content?ID=1a03385d-963a-4382-9be6-8c81b2a343c4



http://www.warc.com/Topics/WarcPrizes.topic

http://www.warc.com/Content/Documents/A95859_Dove_Body_Lotion_The_Dove_School_of_Body_Language.content?ID=e3b31c77-5603-4548-afe7-d7704af48ff3

http://www.warc.com/Content/Documents/A95859_Dove_Body_Lotion_The_Dove_School_of_Body_Language.content?ID=e3b31c77-5603-4548-afe7-d7704af48ff3

http://www.warc.com/Content/Documents/A96593_Promote_Iceland_Inspired_by_Iceland.content?ID=74f4606c-2246-43e3-85c4-0f901b805e06


http://www.warc.com/Content/Documents/A98209_How_Jamp;amp;J_dropped_amp;39;disruptionamp;39;_for_a_content-led_strategy.content?ID=1b52778a-3c80-47b6-b0bd-4adb4052aff5

http://www.warc.com/Content/Documents/A98209_How_Jamp;amp;J_dropped_amp;39;disruptionamp;39;_for_a_content-led_strategy.content?ID=1b52778a-3c80-47b6-b0bd-4adb4052aff5

http://www.warc.com/Content/Documents/A98265_IAB_Engage_2012_How_brands_from_Twitter_to_Tesco_are_managing_the_shift_to_digital.content?ID=8ae79678-bd9b-4379-8884-af4e1cf4ccfa

http://www.warc.com/Content/Documents/A98265_IAB_Engage_2012_How_brands_from_Twitter_to_Tesco_are_managing_the_shift_to_digital.content?ID=8ae79678-bd9b-4379-8884-af4e1cf4ccfa

http://www.warc.com/Content/Documents/A95347_Lynx_Using_social_media_to_drive_brand_loyalty_-_Facebook_campaign.content?ID=d05df626-10b4-42d0-be4b-288d37ff356c

http://www.warc.com/Content/Documents/A95347_Lynx_Using_social_media_to_drive_brand_loyalty_-_Facebook_campaign.content?ID=d05df626-10b4-42d0-be4b-288d37ff356c



http://www.warc.com/Content/Documents/A96599_Canada_Keep_Exploring.content?ID=7e272cbb-4e09-4451-a71f-dcd35c66466c

http://www.warc.com/Content/Documents/A97605_It39;s_more_fun_in_the_Philippines.content?ID=b4df7c0f-d689-4283-931f-8fc12c02e282

http://www.warc.com/Content/Documents/A97386_Metropolitan_Police_The_case_in_defence_of_Deon.content?ID=97c2b15f-5001-4cb4-ae6c-4f8efdf8eb1b

http://www.warc.com/Content/Documents/A97386_Metropolitan_Police_The_case_in_defence_of_Deon.content?ID=97c2b15f-5001-4cb4-ae6c-4f8efdf8eb1b

http://www.warc.com/Content/Documents/A94865_Metropolitan_Police_Choose_a_different_ending_.content?ID=c840c54c-ef62-4165-a7b2-bc17ac9b1c7a

http://www.warc.com/Content/Documents/A94865_Metropolitan_Police_Choose_a_different_ending_.content?ID=c840c54c-ef62-4165-a7b2-bc17ac9b1c7a

http://www.warc.com/Content/Documents/A98090_Transport_Accident_Commission_Young_men_pledge_a_Blood_Oath_for_their_mates.content?ID=921157ae-b184-47dd-8e1b-9d5d0498b4ef



www.warc.com© Copyright Warc 2013. All rights reserved.

This report analyses more than 800 award-winning case studies featuring social media to identify what has worked for brands and why

Highlights include:

Examples of how brands such as Hellmann’s, AT&T, Audi and Wal-Mart effectively deployed social media

Exclusive Warc data on budgets, campaign length, media integration and other strategic issues

Analysis of four common characteristics identified across hundreds of effective social campaigns

Practical implications for planning, goal-setting, measurement and other aspects of social initiatives

The full report is available to subscribers of warc.com

Not a subscriber? Request a free trial at www.warc.com/trial

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Executive Summary >>

Chapter 1The social mindset >>

Chapter 2Strategic or tactical? >>

Chapter 3Loyalty or reach? >>

Chapter 4Integration or stand alone? >>

Chapter 5Social budgets >>

Chapter 6Measuring social media >>

Chapter 7Future directions >>

KEY FACTS

Used less than 1 year Not using, but plan to next year

Base: 224, Source8: ANA, Digital and Social Media Survey, 2012

34%

17%

17%

Mobile

29%

10%

19%

Location-based apps

25%

8%

17%

Blogs

24%

14%

10%

Viral video

21%

10%

11%

RSS feeds

18%

9%

9%

SEO: organic

16%

10%6%

Social networks

16%

5%11%

Gaming Search: paid keyword

13%

6%7%

Data: Brands’ use of new platforms

Mobile and location-based tech-nologies top marketers’ lists of recently begun and near-future initiatives, according to the As-sociation of National Advertisers (ANA) in the USA. However, any over-emphasis on the transac-tional opportunities of mobile is likely to put consumers off.

Each of the nine platforms listed left has some specific content requirements and timetables. It makes senses to approach these within an overall content marketing plan that prioritizes selected opportunites and re-sources.

Social networks feature fairly low down on this list of respond-ents’ new activities, suggesting they are already well used.

NEW PLATFORM USE

Q: Which platforms have you recently started using/plan to use next year?

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Case $1m-$5m Knorr SidekicksCampaignSalty

AdvertiserUnilever

AgencyDDB Canada

MarketCanada

Social media added other dimensions to the Salty character created for TV

Other examples:McDonald’s10, Let’s Meet Up, ChinaSnickers11, World’s Longest Football Match, Middle East

INSIGHT: Combining TV and social campaigns offers new ways to em-ploy brand icons.

CHALLENGE

Sidekicks was a faltering range of Canadian ready to serve side dishes with reduced sodium levels. It was suffering at the hands of rivals that had expanded into fast-food brand extensions. Although it wanted to draw attention to its low salt formula, the brand suspected that functional messaging or a clichéd caring mom approach might not deliver a suf-ficient impact.

SOLUTION

The brand’s strategy was to promote itself as a healthier, tasty alternative and create a new brand icon with whom consumers could bond.

Salty was the endearing star of the resulting campaign designed to turn around the fortunes of the brand. The character was a dejected salt shaker who shared his feelings and inse-curities about what he was going to do next – now that his role in family mealtimes had been reduced by the rise of a lower sodium diet.

TV-led, the campaign boosted its

effectiveness with powerful social media exploitation. Twitter and Face-book profiles helped Salty to interact with people to find new friends and jobs, and online videos were created to dramatize episodes from his ‘new life’ such as job hunting.

RESULTS

There were many other lovely emo-tive touches on and offline in this

case study. The campaign drove traffic to the brand website as well as to social media on which users could upload and share video mate-rial. Commercially, two share points of growth drove sales value growth of 18% - entirely accounted for by a penetration rise of 2.3 points (loyalty pursuers take note).

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Implications Focusing on quality reach

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BE WARY OF LOYALTY-BASED SOCIAL STRATEGIES

Until there is more evidence in support of a contrary view, brands should prioritise reach and penetration goals in social campaigns over loyalty-based objectives.

MAKE A GOAL OF ACHIEVING MASS REACH

For many brands, it is necessary to achieve near mass market reach to gain a sufficient number of new customers and it may be imperative to make attaining this mass reach an objective. You should put social media reach figures in context of the reach levels achieved by traditional media campaigns.

PLAN FOR TRADITIONAL MEDIA SUPPORT

In most instances, it will be difficult to achieve mass market reach using social media alone and a combination of social and traditional is most likely to achieve this.

DESIGN A ROLE FOR CONSUMER CONTENT

Brands can extend the reach of paid-for media by enabling consumers to share campaign material on social media, adding their own content and followers’ reach in the process. This effect needs to be designed into com-munications from the outset for maximum impact.

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About the authors

CARLOS GRANDECarlos Grande is editor of Warc. He joined Warc in 2008 after eight years at the Financial Times, where he was latterly marketing correspondent. Previously, he was acting deputy on the FT’s UK companies newsdesk and a senior UK companies reporter. Prior to that, Carlos edited Creative Business, the FT’s weekly section and website covering media, marketing, advertising, PR and technology.

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JAMES AITCHISON (RESEARCH)Research on the Warc case study bank was provided by James Aitchison, managing editor of warc.com. Since joining Warc in 2001, James has been involved in all aspects of the company’s online ser-vice. He now manages Warc’s digital publishing team. Prior to join-ing Warc, James was a public affairs executive at the UK Advertising Association representing the industry to government and media.


PETER FIELDPeter Field is a consultant and author of several reports into effec-tiveness, including Marketing in the Era of Accountability, jointly written with Les Binet. Earlier in his career, Peter ran the account planning departments at Bates and Grey. He has frequently writ-ten for Warc and Admap and regularly presents at leading industry conferences.


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Seriously Social - Sample Version

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