Strategy - Servant of Chaos

More Behaviour Less Measurement

New strategies require new measurement – or so says Helge Tenno. In this fantastic presentation, Helge suggests that when it comes to the social web, we are using the “destination web” as a basis for measurement – and we are, therefore, using an outdated system to measure the efficacy of emergent networks of value. And I tend to agree. Quoting Adrian Ho:

This is because measurements create their own context. For example, I’d argue that it’s precisely because we measure horsepower that horsepower is valued.

However, the flow-on effect of this is profound. It means that we must fundamentally shift the way in which we create strategy and drive its implementation. Gone are the days where strategy can be built and refined over months and sometimes years. Strategy must be what Katie Chatfield suggests:

… you have a core thought, but it should be fluid, evolving and allow you to do several things simultaneously and build on the ideas that work.

And this comes back to a process for continuous digital strategy. It means, for marketers, living life at the edge of your brand. But fundamentally, it is understanding how people change behaviour, not why – for it is not the behaviour that we want to track, but the shifts in sentiment around points of action that are useful indicators to brands. And it is only by working with those levers and feeding that back into our product and service development that we can begin to link consumer behaviour to the brands that people love.

New Strategies Require New Measurements

View more presentations from Helge Tennø.

Planning for Context over Planning for Placement

Future of Your Brand, FutureVisions, Measurement, Smart Bloggers, Social Judgement, Social Media, Strategy

When we are looking to plan and execute a digital campaign, increasingly there is a need to look at not just WHERE we place our campaigns, but the context into which we place them. This is not just being driven by the rise of the “social web”, but by a transformation in the way that we view the relationships between agencies, clients and consumers.

In this interesting presentation by Don Epperson from Havas, he looks at the way in which their agency is transforming. In effect, they are following the model that has worked so well for Google.

By working from a single source of analytical data, Havas is able to aggregate a a whole lot of data based on actual behaviour. The trick is, rather than collecting data on a campaign level, the data warehouse captures information at a cookie level; meaning that the micro-transactions can be measured, tracked and aggregated. Then, by using an online advertising marketplace, the individual preferences of the people interacting with the system (banners/placements etc) can be auctioned to advertisers in a very granular way. This is what Don claims, is the agency of the future:

The agency of the future is going to act very much like the large ad networks today … we have to have scale in terms of reach, we have to be able to turn … data into knowledge …

All this, in turn (I am sure), feeds into their planning process – meaning that campaigns and activations become more targeted, more valuable to the consumer, and more meaningful to the client. It’s much like the potential on offer with Pure Profile.

As Matthew Mantey explains in this excellent post, Banners – Do They Work?, there is a mountain of data and insight to be found in even the simplest digital advertising campaign – so imagine what happens when you magnify this by a factor of 10, or 100, or 100,000:

Run one with even cursory tracking and analytics and you can find a mountain of insights. Obviously click-based conversions is the unrealistic grail you'll see, but if you set a cookie window, you'll see all of the view-based actions as well. You'll know the optimal exposure frequency level. You'll see the search patterns, branded and unbranded. You'll see format and message trends. You'll see geographic detail. And you'll probably find out that who you were targeting aren't the same demo that are interested in your stuff and coming to your site.

Is this the agency model of the future? Using technology to combine insight and targeted content within a permissible context sounds like the holy grail. The challenge would be putting the right pieces and partnerships together.

However, as I delve more into the concept of social judgement, I have a feeling that this sort of opportunity is just the tip of the iceberg. After all, taking this insight and opening it up to a social component during campaign activation could be where the REAL opportunity lies.

Don’t Fall in Love with Your Campaign

Audience 2.0, Community, Enterprise Social, Innovation, Social Media, Strategy, Web 2.0

You know what it’s like.

The words leap from your mouth. Eyes widen. Smiles broaden and the room comes alive. And as the heartbeats quicken and the enthusiasm begins to mount, you know that THIS project is going to rock. A love affair is beginning, and yet you don’t even notice it.

When we turn our attention away from strategy and planning and take a deep dive into implementation, the challenge is to maintain a focus and direction – to guide and channel the creative energies of your team. After all, we all have ideas; and we all like to “contribute”.

And when it comes to digital projects – whether you are considering a web based advertising campaign, a social media activation of some kind, or even building your own community – you will never find yourself bereft of ideas. But if you want to drive success for your project (and I am sure you do), you need to focus on simplicity – and the best way to do so is to focus on your market. Think about the PEOPLE who you will invite into your campaign or project. Think about the value that they will find, be surprised by, and share. And one of the best ways of doing this, is by STOPPING a focus on functions and functionality.

Ashley Ringrose shares these 15 tips for growing a community courtesy of Ben Huh from I Can Has Cheeseburger. And while the focus of the article is on taking communities to a new level, the same applies to almost any team-based endeavour. Think particularly about your next digital creative project or any Enterprise 2.0 efforts that you are considering (or engaged in), and then read item 5:

5. Stop Engineering and Start Thinking About the Market
People who work in the technology industry tend to over engineer things. Don’t complicate your problems, simplify them. If you need to add a commenting system to your site don’t build it from scratch, download one. Whatever you do, do it quickly.

To an extent, we all fall in love with the projects we work on. Just make sure you don’t overcomplicate it. Keep it simple. Let it connect. Because in the end, true love isn’t about you, it’s about someone who loves you back.

Mapping Your Digital Influence

Influence, Smart Bloggers, Social Media, Strategy

The Word of Mouth Marketing Association (WOMMA) has recently released the Influencer Handbook (hat tip to Stein Communications). It has sections covering:

Definition of an influencer and influencer marketing
Types of influencers
Methods to engage and thank influencers
Guidelines for influencer self-regulation
Bibliography of influencer communication research and practice

The guide is well timed as it provides me with a framework for thinking about influence. Over the last week I have done quite a bit of reading around this topic, absorbing the smart thinking of Mike Arauz, Dina Mehta, Allan Young and Julian Cole and even revisiting my bookshelves.

Years ago, I read Bob Cialdini’s, The Psychology of Influence. I remember being impressed from the very first lines where he states “I can admit it freely now. All my life I’ve been a patsy”. Ever since that first reading, I have been interested in the way in which influence can be created, managed and employed. It might even be argued that marketing is all about using the “weapons of influence” to achieve business outcomes.

However, in the Age of Conversation, such naked techniques are easily spotted and counteracted. As consumers it is easy to research and receive unmediated commentary from a business’ other customers, suppliers and even employees. We can ask questions, find answers and make decisions independently of a brand’s best marketing efforts. Interestingly, it is Cialdini’s concept of “social proof” – a technique used so effectively AS a marketing tool that is the undoing of this “old style” influence.

Social proof is where an expected behaviour is prompted and reinforced in the moment in which we experience it. An example is “canned laughter” in a sitcom – we hear the pre-recorded laugh track, realise it is fake, but engage in laughing anyway (and research shows that we laugh longer and more often with canned laughter). But in a networked world, we are connected to, and in some instances by, mob behaviour. The difference is, that in a social network, we actually CHOOSE to participate – to use what Mark Earls and and Alex Bentley call “directed copying” – enacting social proof while simultaneously demonstrating another person’s influence:

If we view the influentials phenomenon as a special case of directed copying, then usually it is we who decide to copy an individual, creating their perceived influence in the process.

Mark and Alex suggest that rather than focusing on HOW ideas spread, we should look at WHY (check out their excellent paper entitled “Forget influentials, herd-like copying is how brands spread”). By understanding the two types of copying (directed and random) we can produce content and strategies that are designed to facilitate the type of behaviour we want to see.

Furthermore, by understanding the dynamics of various social networks, it is possible to not only map the behaviours that you want to establish, you can also shape and amplify them – which is where marketing really becomes interesting.

All this, of course, leads back to the need for good planning, for focused insight, and strategy that takes into account the nuances of digital and social behaviour. Perhaps all this talk of influence really is overrated – and we should look at what I called the Promiscuous Idea and leave the tribes to sort it out amongst themselves!

What Can Planners Steal from IAs?

Innovation, Strategy

One of the best forms of innovation is to transplant a practice from one knowledge domain to another. What this provides is a proven method — but one uprooted from its original context. However, it is in this re-planting where the real opportunities for innovation can be found.

For some time I have been convinced that there is much that marketers can learn from the technology community. From the "promiscuity of ideas" and open collaboration offered by "open source" through to the benefit of systems thinking captured in development lifecycles, there are ripe fields that will prove fertile ground for marketers coping with changes sweeping the industry. A great case in point is the overlap between information architects and planners. Matthew Milan shares a great presentation on the subject and reminds us "a planner is not their brief".

Stealing From The Information Architects

View SlideShare presentation or Upload your own. (tags: design design thinking)

How to Thrive in a Slow Down

Branding, FutureVisions, Measurement, Social Media, Strategy

I can remember watching the Twitterstream a couple of weeks ago as the global financial crisis deepened. Here in Australia, we sit on a strange timezone precipice, where as our Monday ends, it is just beginning in the US … and a small band of locals would stay up late just to watch the first few minutes of trade in New York. There is an odd sense that we are, in some small way, witnessing history in the making.

But while the macro story is being played out thousands of kilometres from my computer screen, the impact has yet to really hit. However, there are some things that businesses can do to begin focusing their marketing efforts right now, before the shockwaves seep into our businesses. John Rosen has an excellent and detailed post that advises an initial three steps:

1. Be clear about your strategic objectives. Understand the financial measures that you are focusing on, determine the most important long term relationships, maintain your product/experience viability and figure out which competitors you should attack directly.

2. Understand your brand from a competitive point of view. Look at where the value rests in both the competitive and non-competitive environments; and do the same from a premium brand offering perspective.

3. Re-evaluate and adjust your marketing. While this sounds obvious, check out John’s list of “Do’s and Don’ts”

Craig Wilson, however, suggests that we may well be at a turning point for both the types of marketing that we do and the agencies that we use to plan, create and execute. In this great, and far reaching post, Craig outlines the state of affairs, the issues at play and makes some suggestions for where we might be heading.

Social media may well be rising at the perfect time. As consumers grow increasingly weary of broadcast advertising, and have more control than ever over the media and content they wish to consume, social media offers a subtle new direction for marketers to build relationships and brand.

The social media revolution that we have been asking for, may well materialise more quickly than even Julian Cole would have anticipated. Not only do a variety of indicators suggest that digital and social media related marketing will increase (taken in large part from the traditional marketing budget), the economic circumstances will sharpen the focus of all marketers – ensuring that campaigns and promotions receive ever greater scrutiny. And with a bevy of measurement tools at hand, digital analytics are likely to become very popular on both client and agency sides.

So, how do we thrive in this slow down? Adapting to change … evolution … new thinking and innovation, of course. Think change management and business consulting mixed in with marketing. Think the end of your agency as you know it.

But don’t rush … take it in, for as Craig says:

We may really be at one of those unique times in history, a turning point that forces change and massive innovation. New economic realities will necessitate reinvention for old media and marketing businesses to stay relevant, and will result in the rise of new media options and new marketing thinkers.

Look around you, at the media landscape today, the agencies that feed them and the marketers whoa re their clients. Take it all in. Make a mental snapshot. It may be the last time it ever looks like this.

Reversing the Launch

Creativity, Digital Strategy, Storytelling, Strategy

We all shuffle into the meeting and take our chairs. We greet one another, sip our coffee and lift our pens in silent readiness — after all, one never knows when an action point will be thrust across the room.

Before long, even the most strategic of strategy sessions will be punctuated by tactics (and let me admit I am as guilty of this as anyone). In a bizarre twist on meeting bingo, marketing bingo is littered with words such as "viral", "youtube", "facebook" — and increasingly, "social media". Much of this is driven by short-term, campaign oriented thinking and a focus on short-term objectives. However, when it comes to advising our clients (whether they be internal or external), it is important to remember that campaigns (and microsites) are no longer stand-alone. Google has seen to that.

Where once we built our discrete campaigns around various plans to raise awareness, generate demand, build brand, stimulate sales, accelerate trial etc, brand custodians now need to consider a longer term narrative line that incorporates the way that consumers engage with the brand over time. We no longer have disconnected brand campaigns but discontinuous brand interactions. The crucial link between each of these campaigns is a combination of social media powered by Google. That is:

The articles or references that bloggers make about your campaign (whether it is digital or not)
The perspectives published by the media (advertising media as well as other publishers
User generated content that riffs off your campaign

All of this can be found by Google. More importantly, it can be found by Google well into the future — long after your campaign has ended. For example, when I search on some of my old projects, I can find all the pointers, the conversations and the discussions AROUND them, but the project has passed. The microsite has gone. All we are left with are traces leading nowhere. This is brand equity being squandered.

In the future, we need to think about brand lifecycles. We need to think about brand "through lines" — and design experiences with entry and exit strategies. We need to start putting as much thinking into "reversing the launch" as we put into the start of a campaign.

When we reverse the launch, we can draw upon the P-L-A-Y framework, delivering an experience that enhances and continues the conversations that evolve around your campaign. In fact, part of your strategy could be to build upon some of these user generated conversations as a catalyst for ongoing dialogue. After all, creating the talking point is one of the early challenges, maintaining or stoking that conversation requires much less effort and attention.

What’s Your Strategy?

Creativity, Digital Strategy, Social Media, Strategy

One of the most effective methods of getting an answer is to ask a question. Makes sense … but what happens when you receive an answer? Do you hear what you are hoping for? Do you hear something else? Or more importantly, is your question ANSWERED? And when it comes to strategy, not only do you need to ask the right questions, you need to listen for the real answers.

What do I mean?

No matter whether you work for a large or a small company, or whether you work on the agency side, any strategy work that you do will require input from various stakeholders. That means creativity, innovation, collaboration … and of course, compromise. But, perhaps more than anything else, you will get STRATEGIC FOG.

The strategic fog creeps up slowly, spreading uncertainty and confusion. It looks harmless, but consumes all insight, process and creativity in its path. Unfortunately, we can all fall prey to this fog. It seduces us with its questions. It suggests that responsibility can be passed. The role of the strategist, however, is to hold your line of questioning and to pursue a path of inquiry.

A strategic fog normally takes two shapes:

Tactics masquerading as strategy
Unfounded solutions answering non-strategic problems

You know when you are dealing with strategic fog when you ask a simple question — "what’s your strategy?". This one, single question is like a grenade. You throw it and wait. In the wake of its detonation you will get one of two things — the clarity of a bell or the steady onslaught of fog.

Things to remember. A strategy …

Is not a solution — you leave that to execution
Can be supported by multiple tactics
Should not be set in stone, but respond to your changing business conditions
Will serve as a basis for action and decision-making
Sounds simple, raw even, but resonates with the energy of your brand
Is nothing without insight

Have you ever experienced the strategic fog? Did you find your way out?

Does Social Media Scale?

Branding, Old Media, Smart Bloggers, Social Media, Strategy

Over the past week or so there have been a series of ideas coming together in my mind. I had been struggling to pull them together into a coherent framework until I saw this post by Peter Kim. He asks some difficult questions around the benefit of social media, but goes further — suggesting that social media does not scale:

One-ninth of the WORLD’s population watched the 2006 FIFA World Cup final. Social media vs. Television for marketing purposes just doesn’t match up.

But in my view, this is looking only at potential reach around a single, fixed-in-time event. And surely the predominant global brand on display during the match was the FIFA World Cup — all the rest of the advertising space would have been segmented to maximise the returns available in each broadcaster’s market. This fragmentation of ad space is exactly the domain and power of the long tail — where social media can provide a resonance and relevance to niche audiences.

Having said this, there is an issue around the human resources required to activate a social media program. As Peter says:

I do believe social media can help sell. Social content has started integrating into traditional tactics like banners and emails. I have a better opinion of Comcast after Frank helped me with my cable modem and will resist Verizon FIOS for a while longer. From my last post asking if social media matters, the commenting consensus seems to agree, with its impact in awareness, consideration, and preference.

But if social media marketing matters, then does it scale?

I don’t think so. I think the technologies scale. But the programs – especially those with a labor-intensive component – don’t.

The labour intensiveness of an active social media program can become a bottleneck. There simply are not enough Richard@DELL’s around to help every person with an issue. However, the aim — or certainly the aims I normally have in mind when constructing a social media or digital strategy — is to foster the growth of a community in such a way that “external participants” begin to play an active role. So rather than taking a broadcast view of social media, the aim is to facilitate a range of participatory action/activities. Effectively this means using social MEDIA to activate social NETWORKS.

In doing so you have to manage the constraints — COST, SCALE or CONTROL. Any change you make to one will impact both the others. The more you activate the social network, the less control you will have of your brand, your messaging and your story. Yet this is the cost-benefit paradox — for while you release your brand, your services and maybe even your support into the wilds of the social media landscape, you find, perhaps, a more authentic brand story coming to life — a story borne out of a participatory experience between your evangelists and your everyday or casual consumers.