Babelfish Articles Nov 2011

Babelfish Articles

November 2011
Brian Crotty

Babelfish.Brazil@gmail.com

Articles that caught my attention this month

Index
1. Google Is Totally Revamping YouTube To Make It More Like TV
2. Rules Of Engagement For Social-Media Marketers
3. 4 Recommendations For Benchmarking B2B Social Media Performance This Year
4. Should Social Media Be Handled By an Intern?
5. The Challenge Of Social
6. CuboCC reforça perfil full service
7. Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass
8. Omnicom's Annalect Will Merge Offline And Online Data
9. Five Tips for Driving Word-of-Mouth -- No Matter What Your Product Is
10. Did Griffin Push Time Too Fast? Change Agent Didn't 'Mesh' With Entrenched Corporate Culture
11. Charisma and the Successful Community Moderator
12. Trusting Edelman Buzz?
13. Move Beyond the Check-In: How to Make Events Truly Social
14. Life Beyond the ―Like‖ – The Evolution of Branded Social Media Communities
15. Salesforce.com and Radian6: What it means for B2B marketers
16. Search Social Connections In Salesforce
17. Firms suffering information glut
18. Social media has diverse role
19. How social technologies are extending the organization
20. How 5 Top Brands Crafted Their Social Media Voices
21. Why golfers get ahead
22. Localize to Optimize
23. Six Reasons Why You Shouldn't Join A Startup
24. Five Signs You're Losing a Sale -- And How to Save It
25. Should Analytics Be Bundled or Cobbled?
26. A Boomer State Of Mind
27. The skills employers desire in today’s PR professional
28. Seeing Past Fads In Digital Marketing
29. O comportamento do brasileiro em relação às marcas
30. Stats of the Day: 50 New Social-Media Stats to Kick-start Your Slide Deck
31. SMG Moves Beyond Owned, Earned, Paid: Developing New Metric For 'Shared'
32. Local Marketing Checklist - Reprioritizing the Opportunity
33. A Rare Admission Of Failure
34. Foco do brasileiro é a rede social
35. For Some Odd Reason Microsoft Decided To Build Its Own Social Network
36. Find and Keep a Personal Career Sponsor
37. Search Intent: The Human Psychology Supporting Online Advertising
38. Why So Many "Experts" Are Terrible Speakers: Top 5 Public Speaking Mistakes
39. If You Must Use PowerPoint, Here's How To Do It: 5 Tips From Hans Rosling
40. Tecnisa lança app para Android
41. Personal Connections Drive Social Media Usage
42. The Collision of Ad Exchanges and Sell-Side Platforms - Does it Matter?
43. ConnecTV Brings TV Watchers Together
44. PepsiCo Is Looking at Startups as Potential Partners, Not Experiments
45. Brand To Brand: How To React In Challenging Situations
46. Five Power Moves For Integrating Email Marketing And Social Media
47. Ten Mobile Social Trends For 2012
48. Deep Pockets: 'Superphones' To Lead Mobile Growth
49. Ford Partners With Zynga For Escape

Babelfish Articles Nov 2011 Page 2

50. Innovation models change
51. PepsiCo adapts TV model
52. Checklist: Are You Ready for Integrated Marketing?
53. Disney Magic Or Common Sense - A Consumer-First Philosophy
54. Brand To Brand: How To React In Challenging Situations
55. No Shortage of Predictions at ad:tech NY 2011
56. The Social Media Spiral Of Unengagement
57. Mountain Dew Facebook Sweepstakes Geared to Gamers
58. IAB Reworks Rich Media Guidelines
59. Unseeing Is Believing At IPG's New Media Lab
60. Crie um movimento e mude o planeta
61. The Brands That Survive Will Be The Brands That Make Life Better
62. How Kimberly-Clark Is Lifting Sales by Elevating Marketing
63. USA Today: Talking Tech – Coca Cola
64. Games Finds New Customers
65. Gestural Interfaces Go Mainstream
66. Transform Your Owned Media Into A Content Network
67. Why Digital Talent Doesn’t Want To Work At Your Company
68. The One Chart You Need To See To Understand Mobile
69. Four Destructive Myths Most Companies Still Live By
70. Como afinar uma orquestra digital
71. Marketer of the Year: Coca-Cola
72. Digital Fitness Is Latest Craze in Building up Your Marketing Ranks
73. All Brands Are Publishers, Learn How to Be a Good One
74. Difference Engine: Luddite legacy
75. GM Is About To Move 100,000 Employees To Google Apps
76. How Ford Blew It On Facebook
77. Google Now Indexing Facebook Comments Boxes
78. CMOs Plan to Increase Social Media Use, but Feel Unprepared
79. Google+ Introduces ―Ripples,‖ a Content Sharing Visualizer
80. Where in a Tweet Should You Place Your Link?
81. Google Reader Gets the Google+ Treatment
82. The Tablet: It's Not Business, It's Personal
83. ROTS: Return on Time Spent
84. A Notion Divided
85. Study: Deals Remain Top Social Marketing Driver
86. Microsoft Windows U Crew Ambassador progam hires 'cool kids' to spruik products
87. Consumers Willing To Share Data, But At A Price
88. Coca-Cola aims to track social sales
89. The Questions Every Manager Should Ask
90. A Tale of Two Marketing Attempts
91. Ad Age Digital A-List
92. Stat of the Day: Kids Take all the Fun Out of Shopping
93. Reflections On Writing 100+ Email Insider Columns
94. LG Brings Ad Capability to Internet-Connected TV
95. TV Advertising Needs Web-like Frequency Capping
96. How To Own The Digital Shopping Aisle
97. Google ensina como bloquear propaganda em links patrocinados
98. 'Wired' Bringing Advertisers and Its Blogs Closer Together


Google Is Totally Revamping YouTube To Make It More Like TV
Matt Rosoff | Dec. 1, 2011, 4:30 PM | 1,911 | 2

YouTube unveiled the biggest redesign in its history today, with the goal of making the Internet video service work and
look a lot more like TV.

The goal of the redesign, which was leaked last week, is to get users to spend more time at the site, while also earning
more money from advertisers.

It's all part of Google's plan to turn YouTube's three billion video views per day -- and three billion monetized views (that
is, videos with ads) per week -- into a major profit center. The company has never disclosed revenue figures for YouTube,
but outside sources estimate it will garner about $1.6 billion in revenue this year.

The redesign focuses YouTube around channels instead of individual videos. Any user will be able to create their own
channel, then post their own videos or curate them from around YouTube.

The user-created channels will be treated no differently than channels from professional sources like Thomson Reuters or
Madonna. Last month, Google announced more than 100 new exclusive YouTube video channels, and it spent more than
$100 million to seed those channels.

The design puts these channels front and center on the home page, and users will be able to pin up to 10 favorites to their
personalized home page. A new channels browsing experience will recommend new channels based on past viewing
habits.

The other major change is a new type of advertising model called TrueView, where advertisers will pay only if users
actually engage with their ads. Pre-roll video ads will come with a "skip" button; if users skip, the advertiser doesn't pay.

The idea is that this will encourage advertisers to make more relevant ads -- Google demonstrated a surfing-based
advertisement for GoPro cameras running right before a video of a surfing competition.

Google also unveiled the YouTube app for Xbox Live, which Microsoft first announced earlier this summer. Users will have
to link their Xbox Live Gamertag to their YouTube ID manually via YouTube's Web site, but once they do that, the Xbox
YouTube screen will show them a selection of video channels they're likely to be interested in based on past viewing
habits.

YouTube channels are also a big part of the Google TV redesign unveiled last month.

Here's a video overview explaining what's going on: http://www.youtube.com/watch?v=W-
ajXnrpkio&feature=player_embedded

Read more: http://www.businessinsider.com/youtube-2011-
12?nr_email_referer=1&utm_source=Triggermail&utm_medium=email&utm_term=SAI%20Select&utm_campaign=SAI%20Select
%202011-12-02#ixzz1fNM7vIX5

Rules Of Engagement For Social-Media Marketers
November 30th, 2011

This article is by Marita Scarfi, CEO of Organic, a digital ad agency unit of Omnicom Group with clients that have
th
included Kimberly-Clark, Chrysler, American Express, Sony PlayStation, Sprint, and 20 Century Fox.

With so much emphasis on attracting friends and followers online, little is worse for a marketer than losing millions of
fans.
th
In 2006 Organic, the agency I now lead, launched a campaign for 20 Century Fox’s X-Men: The Last Stand movie on
MySpace. It was huge: It was the first branded MySpace page, and users could activate an exclusive feature by friending
the page. In just a few weeks two million MySpace users were our friends. I’m confident the effort helped make the
movie’s $107 million opening the largest Memorial Day weekend opening ever at the time.

But not long after the movie left theaters, the number of followers on the X-Men MySpace page dwindled to 1.7 million
fans, meaning 1.3 million fans vanished. I don’t blame them for bolting! The page went from an alluring online hub about
characters they loved to a page where they could do little more than buy DVDs. Sure, that’s fine for a lone film, but X-Men

was a burgeoning franchise. Losing 1.3 million fans was devastating when you think about how valuable their continued
support would have been going into the promotion of 2009’s X-Men Origins:Wolverine or this year’s X-Men: First Class.
These fans could have been used as influencers for the follow-up flicks. The buzz factor from this community could have
been used to measure in advance the potential success of each sequel. Marketing budgets could have been accessed
based on the buzz. The cost of this effort? The salary of a community manager.

Most marketers and agencies, including Organic, have learned a lot about social marketing since then. But some have not.
I’m surprised when I hear marketers ask: ―How much Facebook do we need to buy?‖ It’s as if they think marketing online is
the same as putting a message on a roadside billboard—a boring, static ad you hope people will see as they flit from here
to there. I see too many boring Facebook brand pages that were created and now look abandoned.

Social marketing takes a lot of work if a company wants to appeal to and engage distracted consumers. It isn’t an ad buy.
It’s a commitment play.

Some rules of the game:

Solicit feedback and opinions.

Consumers want to share their thoughts and opinions online—I’m shocked by how much they say—and this impulse is good
for marketers.

A few months back Organic launched ―Ban the Bland‖ for Kimberly-Clark’s U by Kotex asking customers to go online to
design a new line of sanitary products and vote on the most innovative ones. In just two weeks, there were more than
270,000 visits to the website and 185,000-plus sample requests from social media awareness-boosting efforts alone. On
Twitter, there were more than 2,300 Tweets about U by Kotex. Since the launch there have been upwards of 2.7 million
visits to the U by Kotex brand website and nearly 1 million sample requests.

Consumers often have good ideas. They just need outlets for them. Consider My Starbucks Idea blog. There, consumers can
suggest new products, customer experience improvements, or new ways for Starbucks to get involved in the community.
It’s engaging and ever-changing: Readers can peruse the most recent suggestions (vegan brownies, please); check out cool
ideas (hey, add a pin feature to the Starbucks mobile app); interact with other coffee lovers; and communicate with
Starbucks employees who are responsible for listening and offering feedback.

Starbucks is using social media to empower consumers, keep them engaged and give them a voice. That’s smart online
marketing.

Encourage and incorporate user-generated content.

Pringles’ Facebook page has more than 15 million fans. Why all the hoopla over potato chips? Because Pringles invites
fans to use the page as they do their own profile pages. The brand encourages them to upload photos—many feature a
Pringles can—share videos, and express opinions by answering poll questions. The page draws in digital natives and makes
them want to engage.

Starburst is another savvy online marketer. Its ―Contradictions‖ campaign on Facebook asks fans expound on their ―juicy
contradiction‖ slogan by submitting personal contradictions. (Example: ―I clean other people’s rooms, but my room is a
mess.‖) The 600-plus fans who have submitted their ideas get their name on a donation to VH1’s Save the Music
Foundation—and their words and faces become part of an engaging interactive feature.

Use social media as an extension of offline ad efforts.

Domino’s took a risky but refreshing approach when it came to marketing its product overhaul in late 2009. The pizza
maker launched an offline and online campaign blitz centered on its effort to improve its pizzas. The $75 million campaign
included national TV and radio commercials. The company also set-up pizzaturnaround.com to chronicle the responses and
development of the campaign with videos and gave consumers behind-the-scenes access to the new recipes on Facebook.
This company is cooking: Its stock price jumped more than 60% in the months after the campaign launched.

Employ search engine marketing.

Google is the starting point to so many online interactions, and advertising based on questions typed into the search
engine will only become more important. Some marketers, including Converse, are buying ad space on Google against
seasonal or common searches—―how to kiss a girl‖ is one Converse has used.

Eventually, marketers will be able to search based on the opinion of online social connections. When that happens,

companies that don’t have a grasp on social media will be forced to start over again with each campaign.

I can cite 1.3 million reasons why that is a total loss.

4 Recommendations For Benchmarking B2B Social Media Performance This Year
Nov 30, 2011 at 12:12pm ET by Derek Edmond

Tis the season…to wrap up budgeting and forecasting for 2012. As the year begins to draw towards a close, the hope is
that your search engine marketing initiatives have an upward trend attached to them. According to MarketingSherpa’s 2011
B2B Marketing Advanced Practices Handbook, SEO ranked as the fourth most effective B2B marketing tactic.

For many of us, B2B SEO now includes some component of social media marketing. Even though social media was only the
tenth most effective B2B marketing tactic in the chart above,66% of organizations with a formal SEO process were
integrating social media into their overall SEO strategy (see chart below).


While most will agree that social media delivers value outside of SEO, it is up to B2B marketers to demonstrate that value
to executive teams, particularly when budgets are proposed in the new year.

As you’re planning for 2012 marketing initiatives, here are four ways to make sure that social media strategy, which helps
improve SEO and beyond, stays on the budget in the new year.

Conversion Metrics For B2B Social Media

At least one of the benchmarks used when evaluating social media campaigns must be in relation to lead acquisition. The
chart below shows an example of a clients Google Analytics report, highlighting a select group of conversion rates, based
on third party referrals where social media campaigns were initiated.


What is not noted in this data, but should be considered is the level of sales-readiness in a lead being sent via social
media. We are working with many of our clients more on developing specific benchmarks highlighting the type of leads,
and their place in the sales funnel.

For example, white paper requests or embeds of an infographic are much different conversionsthan webinar registrations
or demo requests, as it pertains to the ability of a sales professional to initiate contact and potentially close a deal.

The point is that while leads via social media initiatives might not lead to immediate ROI, there is value in building an ever
expanding contact list, which may convert (or help support) more sales-specific content marketing initiatives down the
road.

Link Building Acquisition

The ability to acquire links through social media initiatives should certainly be a priority, and a benchmark that can help
support the value of social media moving forward.

Networking connections built in Twitter and LinkedIn, as well as social bookmarking sites such as Reddit, StumbleUpon, and
Digg, can open the door to site owners or marketers for various online publications.

Simply noting links acquired via social media outreach or networking initiatives is a first step. Below is a screenshot from
RavenTools Link Manager tool, but even notation in Excel would suffice.

As the year draws to a close, re-evaluate the sources of inbound links, to determine whether social media marketing
played a part in link acquisition.


Brand Based Keyword Searches

While ranking well for the brand may not be an important KPI for general B2B SEO success, growth in brand based keyword
search referrals might make sense for social media.

Why? Generally speaking, brand based keyword referrals should have higher conversion rates and traffic performance
metrics.

Take a look at a comparison between branded and non-branded keyword referral traffic and conversion rates for one
client (year to date metrics):

 Conversion Rate on All Organic Search Traffic: 4.05%

 Branded Keywords: 9.52%

 Non-Branded Keywords: 1.75%

 ―Not Provided‖ Keywords: 3.70%

Building brand awareness over time through social media, by way of a consistent growth in keyword traffic, makes sense
when evaluated in combination with site conversion goals.

The chart below highlights how we have grown this same client’s overall branded search referral traffic, in part through
social media initiatives.

New Visitor Traffic

Finally, new visitor traffic plays a role in benchmarking social media campaign performance. As long as visitor
performance metrics, such as bounce rate, time on site, etc. are consistent with other channels, the percentage of new
visitors to a website, via social media campaigns, is something worth noting.

Growth in quality new visitor traffic through social media initiatives infers that your campaigns are opening up doors and
new areas of visibility for the organizations overall Web presence. The hope is that this traffic in turn can be developed
into more qualified returning visitors and lead nurturing opportunities.

Hopefully, these recommendations prove to be valuable, but I would love to read your thoughts and perspective via
comments below as well. How are you benchmarking social media performance this year and into 2012?

Opinions expressed in the article are those of the guest author and not necessarily Search Engine Land.

Should Social Media Be Handled By an Intern?
Writing by Nick Stamoulis


Should an intern be handling your social media? The long and short answer is no. I’ve worked with plenty of interns in my
12+ years in the professional world. Some have been great and some were less than stellar. With interns, you can never be
sure of what you’re going to get or how fast they are going to burn out. While college-aged interns may be comfortable
using social media than some of your other employees, you should not be putting something so important and valuable as
your social media marketing in the hands of an intern.

Here are 3 reasons interns should not be in charge of your company’s social media:

Flake factor
Most interns are working for free. And while you may hide that fact behind the smoke and mirrors of ―resume building,‖ it
doesn’t change the fact that you aren’t paying them to be there. This usually means that the internship will come second
to school and side-jobs that actually do pay. I’m not saying all interns are flakes that fail to show up on day two, but you
have to remember that your company is not high on their priority list right now, ―resume building‖ or not. Social media
marketing requires constant attention and daily updates to be most effective. Commitment is crucial! Most social media
marketing campaigns fail because a company didn’t give it the long term attention it needed to grow. You can’t afford to
miss 3 out of 5 days in a week because the intern didn’t show

Limited experience
The reason they are your intern and not a full-time employee is because they don’t have the experience or training yet to
be a full-time employee. They are coming to you and your company to learn and grow and get real-hands on experience
in their given field. This means they are going to make mistakes (part of the learning curve); do you want your social
media reputation to be the mistake? A carefully built up online reputation can come crashing down around your ears in a
matter of hours with one wrong social media step. When you think about all the social media mistakes professionals can
make, what could potentially happen with an untrained intern?

No long term commitment to your company
While every intern is tempted by the idea that they might actually get hired after interning for you for six months, most
understand and accept that it’s a slim possibility. If someone doesn’t have a long term commitment to your company,
chances are they won’t fully understand your business goals and messaging in the short time that they are there. In order
to do social media marketing ―right‖ you have to know what you are trying to accomplish, what you want to say and who
you are talking to.

 emory @ clickfire
October 19, 2011 at 2:40 pm
Nick, I don’t think I’d want to put an intern ―in charge‖ of anything that might involve brand presentation. Nor would I want a VP
tweet all day.There is plenty of hands of work that an intern can do with a little training and at low costs to help a SM campaign–
research, lists, posts, etc.
 koch
October 20, 2011 at 2:39 pm
Leaving an intern alone to do all the work is like gambling with you company’s reputation. Not saying that there is no creative
fast-thinking young people out there but social media requires a min. of business / industry knowledge associated with some
marketing skills. The best way of using an intern properly would be giving him/her some guidelines, and before anything gets
published on the web must get approved by someone responsible for the PR of the company: Pres, CEO, VP, manager, etc.. If the
intern is not serious, you’ll know pretty soon, and better move on to someone who are willing to learn this with your company.
That’s right! Interns might not put your company as priority due to low or no pay. However if they accepted the job is because they
were willing to learn something new and exciting! And perhaps take this amazing social media experience to the next level. Not
only that, but also the person responsible for the intern will learn what’s more appropriate for their own business through the
experience they’ll have with either either, their own or an external marketing company. Peace out!
 Austin marketing


October 24, 2011 at 9:46 am
I believe that since interns do not have any long term commitment to the company, they do not feel responsible to any act whose
repercussions are in the future and this affects their current actions. Thus they should not be left to handle such vital matters
which are material to the company’s corporate image.

The Challenge Of Social
by Gord Hotchkiss , Thursday, Dec. 1, 2011

Every quarter, I fill out an online survey about digital marketing trends. One question always shows up: ―Are you looking at
social as a replacement for search in your online marketing strategy?‖ I always answer no, and to myself, comment that
it’s a stupid question asked by someone who obviously doesn’t know much about online marketing. But now I wonder --
is it really such a stupid question? Aren’t many experienced marketers asking themselves exactly the same question?

The Social Graph (or Network, or whatever you want to call it) should be the single biggest opportunity in marketing
history. But marketers are stubbing their toes by the millions in trying to step over the threshold into the golden glow of
the online social party. It seems it’s incredibly difficult to figure out.

Search, on the other hand, was easily pigeonholed as a direct-marketing channel. Search was so easy to ―get‖ for
marketers that Google turned it into a self-serve model and became the fastest growing company in history as a result.

For marketers, I suspect, the very ease of search has caused it to be considered a limited opportunity. Social, on the other
hand, seems virtually limitless. It expands into hundreds and thousands of fascinating, if somewhat cloudy, opportunities
to connect with customers. As I said, in theory, social seems like a marketer’s dream come true. But in practice, it’s an
unwieldy animal to wrestle to the ground.

Here’s just one example of the challenges inherent in mapping the online social landscape. Pitney Bowes felt there was
tremendous potential in social to foster deeper engagements with its customers, building long-term loyalty. But rather
than jump headlong into it, Pitney Bowes decided to test its assumptions through a survey of those customers first.
The result? Social may not be all it’s cracked up to be:

“These findings will give decision-makers pause for thought,” the report (from the survey) stated. “Businesses can be
forgiven for getting swept away by the hype of surrounding social media and wanting to invest in such activity as soon as
possible. ... But results show that those businesses tempted to lead with such techniques will quickly find themselves out
of step with customer thinking.”

So why is social so awkward to leverage effectively? I suspect it’s because the exact same things that make social so
promising also make it incredibly unwieldy to manage. It’s part of our lives, which means we’re engaged, but what we’re
engaged with is rarely what an advertiser wants to talk to us about.

Marketers get caught up in the concept of participation rates and usage. Facebook has one of the highest reaches of any
online property, second only to Google. Alexa estimates that almost half of the total Internet user population (about 49%)
uses Google regularly. Facebook is just behind at 43%. But if we look at time spent on site, Facebook comes it an about 25
minutes a day, compared to 13 minutes a day for Google. If we were using engagement as an indicator of marketing
potential, this would have us salivating like a St. Bernard over a fresh bowl of kibble.

But the reason I don’t trust engagement as a metric is that it doesn’t consider intent. And intent is the key difference
between social and search. The reason search excels in marketing is that it’s all about intent, and what’s even better, it’s
about identified intent, neatly labeled by the search query. In the history of marketing, it’s never been easier than this to
intercept a motivated buyer.

I don’t mean to minimize the value of a well-managed search campaign, but compared to other channels, it’s pretty
difficult to completely flop on a search campaign. The same is not true for social. To illustrate, let’s step back and look at
this from another point of view, one that removes some of the hyperbole that surrounds online social.

Let’s say you’ve just decided to sell your 2007 Honda Civic. As you’re backing out of your driveway, your neighbor flags you
down and asks you how you like your Honda, and if you know where she could buy a good used one? From your
perspective, this aligning of the planets seems too good to be true, but it’s similar to what happens on a search engine
millions of time every day. It’s the power of alignment with purchase intent.

But let’s take a different tack. Let’s imagine that as you drive down the street, you see that one of your neighbors is
having a party. In front of their house, there are at least 12 cars parked, including four Hondas. ―A-hah, ― you say, ―a perfect
gathering of potential Honda buyers, with at least 33% of them showing a preference for Hondas‖ (note: if this is what
your internal dialogue actually sounds like, you should consider an extended leave from work). You ring the doorbell and


begin to work the crowd. The only problem is, no one came to the party to buy a Honda. Not to mention the obvious
question on everyone’s mind: ―Who the hell invited you?‖

If your goal is to unload your Honda, I know what scenario I’d be betting on. It almost seems ludicrous that we’re even
considering Scenario B as a substitute for Scenario A. Yet, every three months, I get that survey asking me if I’m thinking
about it.

I know -- it doesn’t make any sense to me, either.

CuboCC reforça perfil full service
Agência digital contrata Rodrigo Toledo (ex-JWT) como diretor geral

ALEXANDRE ZAGHI LEMOS| 14 de Novembro de 2011 • 15:54

Toledo e Martini de olho na migração das verbas da mídia para os serviços agregadosCrédito: Arthur Nobre

Há um ano e meio sob o controle acionário do Grupo Interpublic, a brasileira CuboCC muda a estrutura diretiva para
adequar-se ao seu acelerado ritmo de crescimento. Outro objetivo contemplado com os movimentos mais recentes é o de
se firmar como agência full service, mantendo sua forte expertise digital como centro do pensamento estratégico nos
projetos para seus clientes.

Com a finalidade de dividir as responsabilidades executivas da empresa e contemplar esta atuação mais ampla, o
fundador, sócio e CEO Roberto Martini foi buscar em um profissional de carreira na publicidade o nome para ocupar a
direção geral da CuboCC. Rodrigo Toledo assume a função após cinco anos na JWT, onde foi o diretor global da conta de Lux,
o que inclui passagem por Bancoc, na Tailândia, e outros seis anos na Lowe. Sua carreira na área de atendimento começou
em 1997, na Y&R.

A meta de Toledo é contribuir para reforçar a oferta de criação e produção de comunicação integrada, que há muito já não
limita o trabalho da CuboCC ao ambiente digital. ―Dentro do desafio de nos tornarmos profissionais híbridos, dominando
todos os meios, estar aqui nesse momento é antecipar o futuro‖, salienta. ―Buscamos profissionais do off-line para
aprender mais de um universo que não dominamos tão bem e também para nos ajudar a desenhar nossos próximos
passos‖, acrescenta Martini.

As mudanças ocorrem no momento em que a CuboCC ultrapassa a barreira dos R$ 100 milhões de faturamento, prevê fechar
o ano com resultado de R$ 115 milhões, o que significa alta de 15% em relação ao ano passado, e projeta crescimento de
35% para 2012. Desde que o Grupo Interpublic comprou 70% de suas ações, em março de 2010, a agência ganhou
musculatura para expandir seus negócios e se mudar para uma nova sede, em São Paulo, bem maior que a anterior, onde
agora comporta 140 funcionários.

Ao lado de Martini e Toledo, estão na condução da CuboCC os diretores Luisa Bernardes (integração), Matheus Barros
(operações) e Eduardo Sumi (canais). Como parte do Interpublic, a agência tem se beneficiado de novas ferramentas de
acesso à informação e de uma estrutura administrativa mais bem estruturada.

Os três principais clientes da casa são Unilever (11 marcas), Kraft Foods (Halls, Trident, Chiclets e Bubbaloo) e Google (Orkut,
Google+, Chrome e Youtube). Esta lista acaba de ser aumentada com a chegada da verba de Liberty Seguros, seguradora
oficial da Copa 2014. ―Nosso foco é trabalhar com marcas globais ou líderes de mercado, que nos permitam crescer‖, frisa


Martini.

O estilo da CuboCC reflete muito o pensamento de Martini, um jovem profissional que começou carreira como programador
e diretor de arte e tem o empreendedorismo nas veias. Integrou o grupo que fundou a AG2, no Rio Grande do Sul, quando
tinha apenas 17 anos. Depois disso, embarcou na sociedade da Rage, agência digital que chegou a integrar o portfólio da
holding Prax, ao lado de W/Brasil, Lew’Lara e Escala.

Em 2004, ainda com 24 anos de idade, Martini fundou, ao mesmo tempo, a CuboCC e a produtora Santa Transmedia. ―Eu
queria aprende a dirigir filmes‖, conta ele. Após sua saída da Santa, deu à CuboCC a dupla personalidade de agência e
produtora que entusiasmou o gigante Interpublic a adquirir seu controle, mas mantê-la como unidade autônoma, sem
vinculo direto com nenhuma de suas redes globais, como DraftFCB, Lowe e McCann.
Com a chegada do novo controlador internacional, deixaram a empresa Raul Garré e Rodrigo Elste, os outros dois sócios
fundadores da CuboCC, que nasceu com o espírito ―garagem‖ que norteou muitas inciativas da esfera digital.

Agora, com a chegada de Toleto, Martini quer dedicar mais tempo ao processo criativo e também ao comitê global criado
pelo Interpublic para pensar o futuro do grupo. A expertise da equipe brasileira tem, inclusive, auxiliado na prospecção de
contas em outros países. Para participar de projetos das empresas do Interpublic mundo afora, a CuboCC mantém um
executivo dentro do escritório da holding em São Francisco, nos Estados Unidos. ―Trabalhamos com a perspectiva de
migração das verbas da mídia para os serviços agregados‖, aponta Martini. Hoje, metade do faturamento da CuboCC vem de
projetos que envolvem a compra de mídia e a outra metade dos serviços de produção.

Martini acredita que após consolidar sua presença no Brasil pode aproveitar a capilaridade do Interpublic para expandir a
marca CuboCC para outros mercados. ―Mas, por hora, ainda vivemos um cenário de demanda crescente no Brasil‖, ressalva.

Mobile Know-It-All: Encyclopedia Britannica on iPhone Will Old-School Your Silicon Valley Ass

by Steve Smith,

It was once an upper-middle-class status symbol like no other in the smartly accessorized home of the American 1940s, 50s
and 60s. That long shelf of dark-spined volumes from Encyclopedia Britannica spoke to your commitment to your children’s
education, to serious thought, to even more serious conspicuous consumption.

Do you know how much those damned things cost? In my working/middle-class home, we got the World Book and were
happy for that. In our neighborhood you went to a library or Richie Rich’s house if you wanted to see what an Encyclopedia
looked like.

Well, the Britannica is not quite the pricey emblem of high net worth the brand once was. It is hard to imagine a product so
thoroughly challenged and made obsolete by the Internet as a hard-copy encyclopedia. In fact, sometimes it is hard to tell
if ―Wikipedia‖ has a chortle to its name.

But Encyclopedia Britannica saw this one coming many years ago and has been aggressively cultivating online models for
its content for a decade at least. All of that incredible research and exhaustive material from experts in their field continues
to sniff at the likes of Google and Wikipedia, but EB.com surely has embraced the power of digital distribution and access.
And now the full contents of the encyclopedia, all 80,000 articles, is available for a mere $1.99 a month on the iPhone.

The Encyclopedia Britannica App is now available for the iPhone and iPod Touch. It is a free download and gives the non-
paying user free access to 100 articles and the first 100 words of anything thereafter. The $1.99 a month adds full content
access and the ability to download content for offline reading, saving and sending articles, a search history, etc.

The interface is excellent. A Bing-like search box is the main point of entry, but there are also tools for browsing from a
number of different directions. You can tell that these folks have been cracking the nut of wrangling massive amounts of
content into a usable interface. The main reading screen is kept large and uncluttered, with tools that slide in as needed and


the most likely features always kept at hand.

The app is designed for both the task-directed researcher and the data dog who just likes digging. The results of a search
gives you descriptive and helpful one-liners that telegraph where the next click will lead. Try this stuff with Google.

Even better, Britannica learned long ago to drop any Anglophile and stuffy affectations. It has fun facts all over the place, a
daily calendar of historical events, and artful animations for most operations that keep the whole experience pleasant and
engaging.

Omnicom's Annalect Will Merge Offline And Online Data
by Laurie Sullivan , Wednesday, Nov. 30, 2011

With Annalect, Omnicom Media Group is quietly rolling out a strategy identifying propensity and buying signals from non-
digital channels combined with digital signals to create a more complete audience targeting ad profile.

The idea is to stuff years of aggregate media research, behavioral research, and attitudinal research analyzed by experts
into digital data management platforms. It would add what Omnicom refers to as "synthetic" signals to audience segments
and groups of cookies.

Synthetic means having an audience segment built for an advertiser with consumers who might like fashion, technology, and
specific brands. This audience segment lives in a certain geographic location and tends to have a higher propensity to drink
PepsiMax than anything else. Annalect has determined a method to match that offline activity to a digital audience

The strategy takes some match keys like age and geo and uses them to augment available digital data, not with a direct
signal, but with a synthetic signal, which might assume the consumer will drink PepsiMax every day for an entire month. It's
based on specific buying behavior.

While Omnicom will take the lead in designing the strategy and the processes, BlueKai will support the service through
technology. "We're the plumbing and some of the data," Omar Tawakol, BlueKai CEO, told MediaPost.

Tawakol said allowing companies to use offline data in their online ad targeting will give them a competitive edge. Several
companies may compete for the same inventory on ad exchanges. The company with the knowledge to gain that data at a
better price or willingness to pay more because it will produce higher results gets the advantage.

When Tawakol sat down with Dean McRobie, CTO of Annalect, to find out what data platforms need to do to make this vision
become a reality, he said demand side platform provides need to figure out how to overlay data that doesn't come into the
system in pixel form.

In fact, there are lots of challenges, such as being able to use the data in real time, and structuring it to join data segments,
rather than map cookies. It's a complicated subject, but companies will need to sort through the details of joining offline
and online data before becoming truly successful.

Five Tips for Driving Word-of-Mouth -- No Matter What Your Product Is
You Don't Have to Have a Sexy Tech Gadget to Benefit From Buzz By: Malcolm Faulds Published: November 28, 2011

It's what every marketer wants—boatloads of customers talking about its products, posting detailed reviews online and
tweeting about its brand far and wide. And for good reason: Authentic recommendations from a friend or "someone like me"
are far more influential than anything a marketer can buy. In a world dominated by social networks, consumer buzz can
make a brand stand out amidst the noise and reap real-world profits.

But is there a formula to making a product conversation-worthy? And more importantly, is there a way to keep that
conversation going over time?

Wharton School of Business marketing professor Jonah Berger and doctoral student Eric Schwartz took on this challenge

with their recent study, "What Drives Immediate and Ongoing Word of Mouth." The study examines the psychological drivers
of word-of-mouth for products, based on data from hundreds of BzzAgent social-marketing campaigns. They explore why
people talk about products, how product discussions differ online vs. offline and the actions companies can take to generate
more product buzz. Here's what they found.

Products Don't Have to Be Interesting
Conventional wisdom holds that consumers will only talk about cool, new products they find interesting, and talk about
them in a way that will be beneficial to their social currency. Berger and Schwartz characterize this as online behavior—in
digital settings, consumers are more aware of being watched by peers and, therefore, are motivated to post about brands
that will be well-received by others. They call this "motivated transmission." (Klout score, anyone?) And yes, the study has a
methodology for identifying "interesting" products.

They claim behavior in face-to-face settings is different: It's less about motivated transmission and more about what
products are top-of-mind at a given point in time. Interesting products may generate immediate discussion as novelty items,
but that fades fast. Simply being interesting doesn't give a product conversation staying power.

The good news for marketers is that the magic of word-of-mouth isn't limited to certain product categories. Under the right
circumstances, common products can generate far more consumer discussion.

It's All About Accessibility
The study finds that the biggest driver of discussion is the accessibility of a product. People naturally talk about what they
see and what's top-of-mind. The drink in your hand, the package on the table and the makeup on your face may not be as
interesting as a shiny new tech device, but they are discussed far more frequently.

Woody Allen was on to something when he said 80% of success is just showing up. The challenge for marketers is to get
their products where they can be seen in a natural conversational context or to create visual cues that stimulate
discussions.

Connect With Consumers Through Samples
People can't say much about your product if they haven't used it. The study found that product samples generated the
greatest increase in discussion. Not because consumers felt a need for reciprocity, but because they must have first-hand
experience with the product to understand what it can do.

It takes more than a simple handout at the train station or a trial-size tube in an envelope. You have to connect with people
and make the brand come alive with ideas for activities and suggestions for using the product in more creative ways. In its
latest shopper-marketing report, the Grocery Marketing Association referred to this as winning both hearts and carts.
Coupons and rebates may lead to a product experience, but they are focused on the cart and are a complement, not a
substitute, for a sample.

Your Marketing Can Provide Valuable Cues
Through various cues and triggers, marketers can make products more accessible. Branded items such as stickers, hats and
T-shirts expose brand messages in natural conversation. While not critical to a social-marketing campaign, they can help.
The study associated using branded giveaways in campaigns with a 15% increase in word-of-mouth.

Marketers can also create links that associate common things with their product, especially if the stimuli or usage situation
is one that people do not already connect to the brand. Two examples cited in the study are the cues that ducks provide for
Aflac, and the cues that the orange color of Halloween provides for Reese's candy. The report also cites a BzzAgent program
for Boston Market that helped create a new association for the brand. The restaurant chain, usually associated for many
people with lunch, worked with BzzAgent to target specific customer profiles with dinner-related messaging and offers that
boosted word-of-mouth by 20%. Countering consumer expectations can be a powerful tool for getting consumers to talk
about a brand.

Buzz Can Be for Everyone
Consumer discussion about products isn't a matter of chance. It happens every day to almost every type of product. The
good news is that marketers can impact how often, and for how long, their products are the focus of conversation. Go
ahead—your customers are waiting for their cue.

Did Griffin Push Time Too Fast? Change Agent Didn't 'Mesh' With Entrenched Corporate Culture
By: Nat Ives Published: February 21, 2011

The firing last week of Jack Griffin by Time Inc., just months after being brought in amid much fanfare to turn the magazine


giant around, sent shockwaves through the close-knit New York publishing industry, and raised the inevitable question: Why
bring in a change agent if you don't want too much change?

According to Time Warner's version of events, it wasn't about resistance to change -- but came down to a clash in
management approach. In his memo announcing Mr. Griffin's departure, Time Warner CEO Jeff Bewkes was blunt: Mr. Griffin's
"leadership style and approach did not mesh with Time Inc. and Time Warner."

Yet Mr. Griffin, who spent just five months in the job and added the title of Time Inc. chairman in January, wasn't known as
particularly alienating in his prior post running Meredith Corp.'s magazines, according to people who have known and worked
with him for years.

Jack Griffin

The discrepancy appears to boil down to two things: conflicting expectations of what he was brought in to do and the way
in which he went about doing it in a place with a deeply entrenched culture and powerful veterans. Some have called it a
classic example of "change agent" complex, a common issue in adland, where exciting new hires are brought in and start
making moves that companies aren't ready for -- or don't intend for them to make.

Mr. Griffin was certainly billed as someone capable of changing up Time Inc. At Des Moines-based Meredith, he successfully
led the company's move toward consultative-based selling and, using the direct relationships Meredith had with readers
and its expertise in women, launched a marketing-services business, investing in social-media and digital agencies.

But at Meredith, where Mr. Griffin held a variety of posts during two separate stints in the 1990s and the 2000s, he had time
to gradually get to know the players while hiring and promoting others. In his few months at Time Inc., he made changes
without building much constituency for them, a Time Inc. employee said last week. "He brought in all these consultants who
were telling us how everything we were doing was stupid, and actually some things we were doing were pretty smart," the
employee said.

Mr. Griffin could be described by some as distant during his time at Meredith. But was he imperious? "That isn't the
management style I knew," said an industry executive who has worked with Mr. Griffin. "He was demanding and very clear
and focused on what he wanted. I've heard he's tough. He doesn't show a lot of emotion. But many people who I know who've
worked for him over the past five years loved him."

"Jack doesn't suffer fools gladly, and I know that he was trying to change the culture at Time Inc.," this executive added, "but
why do you bring in someone from the outside if that's not what you want him to do?"

That's a matter up for debate as well. In announcing the hire last fall, Mr. Bewkes said Mr. Griffin would "further advance our
lead position in the industry and accelerate the expansion and innovation of our titles on all platforms." That's not exactly
asking for a kick in the pants.

Jeff Bewkes

Time Warner maintains that Time Inc.'s business was looking up by the time Mr. Griffin arrived and its strategy -- which
includes reversing a decline in circulation revenue and margin; extending a direct relationship with customers, making
content available on all digital platforms; and expanding a footprint in marketing services -- will continue, according to the
corporate parent.

But Mr. Griffin's departure is disappointing, said one person who buys print media. He was skilled at applying new thinking to
traditional models and his arrival at Time Inc. was seen as "exciting and appealing." Yet this person, along with others both
inside and outside Time Inc., questioned certain personnel moves, for example letting go of Kirk MacDonald, former
president-digital at Time Inc., and in December moving Kim Kelleher from publisher of Sports Illustrated, where she had made
several hard changes that were starting to pay off, into the publisher role at Time.

For his part, Mr. Griffin issued an equally terse statement on Friday afternoon, defending his short tenure at the publisher.

"I was recruited and hired by Time Warner to lead the business transformation of Time Inc., based on my clear record of
success and results in the industry," Mr. Griffin said in a statement issued Friday, the day after he was ousted. "This
continued at Time Inc., with the consistent and documented acclaim of Time Warner's senior management. ... My exit was
clearly not about management style or results. I leave behind a first rate team and wish them all the best of success."

Mr. Griffin succeeded Ann Moore as Time Inc. CEO in September and added the title of chairman in January. His changes at the
company included splitting the news and sports group in two; shuffling publishers at Time, Sports Illustrated and Money;
elevating Martha Nelson from editor of the style and entertainment group to the company's No. 2 editorial post, behind
Editor in Chief John Huey; promoting Paul Caine to exec VP-chief revenue officer, handing him many duties that had been
handled by Stephanie George; naming Ms. George CMO, a newly created position; and hiring Randall Rothenberg, who had
been president-CEO of the Interactive Advertising Bureau, as Time Inc.'s first chief digital officer.

Mr. Griffin will be replaced on an interim bases by three executives managing as a committee, Chief Financial officer Howard
Averill, General Counsel Maurice Edelson and Mr. Huey.

Under the hands-off management style of former Time Inc. CEO Ann Moore, the three were said to have gained power and
operated fairly independently -- and insiders note they worked closely with Mr. Bewkes. While some in the industry were
floating Mr. Rothenberg, brought in by Mr. Griffin, as a potential replacement, Time Warner said it would conduct a full search
and wouldn't rule anyone in or out.

Meanwhile, the industry absorbed the shock.

"Frankly don't get it," a Meredith employee said on Facebook, saying he worked for Mr. Griffin for six years and also had
worked at Time Inc. "JG too smart..."

~~~
Contributing: Ann Marie Kerwin

Charisma and the Successful Community Moderator
Posted by Jeana Anderson / March 12, 2010 10:30 am

I always find myself under the spell of the charismatic, in real life and online.


The power of charisma shines through in a person’s online activity, making them, quite simply, really likeable. They listen,
are positive and authentic and as a community manager, I actively try to eke out any ounce of my charisma that I have
naturally as well as trying to learn from the insanely likeable.

The effect of charisma became glaringly clear after I read an article published by Psychology Today that detailed and
quantified its impact on business communication. The article was based on a study that followed an executive education
course that culminated in a presentation. The presentations were given in teams and the study highlighted the traits of the
team that communicated its final presentation most successfully. I’ll give one guess on a trait that led to success:
Charismatic team members. Or what the study called ―energetic but focused listeners.‖ This type of team member helped
lead a team to success by enabling higher quality brainstorm sessions, and as a result these teams had ―high levels of
engagement, trust, and cooperation.‖ Insert light bulb moment here.

Engagement, trust and cooperation are the foundations of a well moderated and productive community. This finding simply
reinforces what good community managers already know: so often, when acting as the conduit between a brand and its
community, it’s not what you say, it’s how you say it. @Misskatiemo, comes to mind. She’s a community manager for Radian6
who is fairly delightful: answering questions with a virtual smile and wishing community members luck before they present
the data they’ve compiled with Radian6.

What Katie and other great community managers understand is that simply saying ―thank you for your feedback,‖ being
polite and conversational, all while letting the community know that they matter can prevent social media bombs. It’s
important to treat a community member as a part of your team and tirelessly work to get them an answer even in the midst
of a how-the-heck-do-I-answer-this-question situation, or better yet, a get-legal-on-the-phone question. More often than
not, the community member expects that they’re being listened to and they want to know that their feedback is
appreciated.

Haters and instigators exist in every community, but beyond those outliers, a sense of Team Brand or Team Cause exists.
Charismatic community moderators instill a sense of trust in their ―team‖ that is apparent when the community can be
counted on to answer each others’ questions. I hear @JessiO celebrating these team victories and often look over to see her
fist pump and shout a helpful community member’s name. Team: 1, Haters: 0.

If nothing else, a charismatic leader can lend some focus to community and give it some direction as it does some collective
brainstorming. With a united front celebrating the brand/cause when it does something awesome and constructively letting
them know when a product or action is less than awesome, the brand is always getting a boost either way.

Trusting Edelman Buzz?
Posted by Heidi Skinner / February 23, 2010 2:05 pm

Edelman recently posted the results of a study they did on consumer trust. The study claims that ―The number of people
who view their friends and peers as credible sources of information about a company dropped by almost half, from 45% to
25%, since 2008.‖ Is social media just a passing fad?

Definitely not. While the article brings up an interesting topic, I believe that Michael Bush’s primary intent was to stir up
some controversy, rather than claim there has been an official shift in online consumer behavior. Before we abandon
everything we know about social, ask yourself 2 questions…

Is what they are saying true?
I’m not sold on the methodology. Based on the way the data is displayed in the article, it’s easy to criticize the survey
technique. The wording is relatively biased and appears to focus on advertising, in general. As an alternative, the research


could offer more credibility if consumers were asked who they trustedmost for purchasing advice or recommendations.

What does it mean for social media marketers?
Survey details aside, the article surfaces the very important topic of relevancy and timing in social media marketing. In
order to solve for this problem, marketers must craft solutions to address:

1. Consumers experience a tremendous amount of digital litter online. Most content offered is just noise, and often doesn’t
meet consumer’s exact point of need.

2. Social Media is not a retail medium. It’s about building relationships. Over time, these relationships establish trust,
engagement and ultimately advocacy, which definitely impacts the bottom line for brands.

3. Consumers are first, brands and branded messaging will always be second. Consumers use social media to socialize with
their friends, family and peers. If they want to engage with brands, it will be on their terms.

4. Content is no longer ―king‖ – relevancy is. Consumers have been taught that if they sound-off questions, someone will
answer. By choosing to be active in social media, brands can offer solutions as a trusted source to weigh-in on those direct
consumer questions.

If you’re active in social media, I wouldn’t get too hot and bothered over the study results. PR agencies are great at
generating buzz, so kudos to them for stirring the pot. Now, take it a step further. Go beyond the buzz, and focus on
developing long-lasting, sincere relationships with your fans online.

Move Beyond the Check-In: How to Make Events Truly Social
Posted by Leif Fescenmeyer (@ebreakdown) / August 25, 2011 12:18 pm / Chicago

How do we as marketers make events more social? How do we tap into the large audiences and retain them and make them
brand advocates?

For as long as I have been working in social, two things come to mind, awareness and retention. As a marketer, I try to build
and increase awareness of brand and products, while retaining the online consumer using social media. However, with the
increased use of mobile devices and the connectivity with social media platforms, locations are becoming a new way of
targeting and communicating with an audience.

Location based services, such as Foursquare, Facebook Places, Gowalla, etc., are being utilized more by the consumer,
especially those who use smartphones. 17% of smartphone owners have used a check-in service, according to eMarketer.
Users are broadcasting their locations to their friends, discussing what is happening and being incentivized by brands to
continue to ―check-in.‖ Where the amount of adults using location based services is relatively low, around 4%, the sheer
volume of check-ins on these services should not be ignored. According to Dennis Crowley, Foursquare’s CEO, there now are
over three million check-ins a day and Facebook Places reports they are experiencing above 750,000 check-ins a day.

With this volume of check-ins, how do marketers tap into this action by the consumer? How do we move beyond the simple,
one-off check-in and apply some sort of value to the consumer, some level of conversation and incentive, and ultimately
retain these users who are interacting with a brand, in real time, on-site at an event? That is is what my SxSW panel is
exploring; that is the conversation we need to have.


Using check-in services, new technologies and on-site content, how do we tap that consumer who is reaching out to the
experience they are living, at that moment? We are starting to see a shift already in these networks. Most
recently, Foursquare announced they are offering an ―Event‖ based check-in to go along with location. Which will allow users
an easier route to broadcast to their friends what they are doing, not just where they are at. While that is happening, they
are also mentioning the brands. Free and uninterrupted promotion of a brand with relatively little effort by the brand to
spark that conversation. So, the question is, how do we leverage that conversation? How do we engage that consumer, in
real time? And, how do we retain them?

It goes without saying, that some moderation of events is required for engagement with the consumers who are checking in,
as well as some sort of incentive. But, creating valuable relationships and to retaining these consumers, we need to engage
creatively and with the long-term relationship in mind.

Some questions come to mind that I think all of us need to consider.

1. How do we leverage mobile, real-time content to engage a consumer who is checking in?
2. Are there new and innovative technologies, such as projection mapping, tweet-to-screen, live sentiment measurement,
that we can tap to create that ―wow‖ factor in the eyes of the consumer?
3. How do we as marketers take those onsite tactics and marry them with online channels and create relationships?
4. Think beyond the incentive and think more inline with valuable relationships. How do we create a relationship and brand
advocacy without incentives.
5. And finally, how do we move away from the one-off cool factor of events and continue the advocacy?

Do you have thoughts on the matter? I would love to hear them! Critical Mass and I are hosting a Twitter chat today at 2pm
CST. Just follow the #socialevents hashtag and we’ll have a conversation about this new, burgeoning field.

Additionally, check out our SxSW panel topic and vote for it! We have some pretty smart people lined up, from Critical Mass,
GMR and Foursquare, to help navigate and find a solution to this goldmine of opportunity!

Life Beyond the “Like” – The Evolution of Branded Social Media Communities
Posted by Jeana Anderson / May 4, 2011 8:04 am / Chicago

We’ve gotten beyond the idea that brands using social media is more than just a trend. This year, social media has reached a
critical mass at which we must handle the audience playing in that space with intelligence and strategy – It is not a ―B‖
platform to follow your ―A‖ platforms.

A recent Emarketer piece reinforced this. The article titled US Social Network Usage: 2011 Demographic and Behavior
Trends outlined the slowing, and projected continued slowing growth of unique new social network users. With the
knowledge that growth is slowing and the assumption that less new users mean more seasoned or savvy users, does this
mean that consumers will start to tune out attempts to market to them in social media? If we’re in this stage of saturation
and tune-out, what is the next chapter in community management? I’m going to focus the remainder of this post on
Facebook and Twitter, but a future post will detail other opportunities to evolve social media marketing for your brand.

Giving some teeth to the quantitative data, Critical Mass did its own digging through our proprietary qualitative research
network, Curious, to get a little insight into the reasons consumers engage with social media. Curious took away some key
insights that shed more light on what consumers are more apt to engage with and the types of content that will cause them
to click the ―unlike‖ button. Ian Roberts wrote a post that helped dig into this a bit more. He outlined

The top reasons Curious found that a consumer ―liked‖ brands on Facebook were:
1. Promotions and coupons
2. Advice or support
3. Exclusive information


The top reasons to like or follow fall under the umbrella of adding value or building a relationship – social media’s bread and
butter. Consumer’s look for and feel comfortable with these ways to engage because they feel appropriate in the medium –
a space built for sharing and building relationships. These reasons to follow validate the concept of community moderation,
which works to reward sharing and participation and builds a safe place to converse over shared values or interests.

Consumers ―Unlike‖ brands on Facebook that they perceive in the following ways:
1. Fake
2. Sales-y

Brands who want to market instead of converse in social media are experiencing serious push-back. Curious was told by a
large part of the sample that brands engaging with consumers on Facebook, can be ―superficial‖ or ―deceptive‖. Consumers
also worried that following brands put a social media user at risk of getting their feed ―spammed‖. With only 50% of
Facebook users believing ―marketers are welcome participants‖ on Facebook and 70% who felt like they hadn’t given brands
permission to market to them (ExactTarget, 2010). The numbers don’t lie. Anecdotally, I’ve worked on brands in a previous life
that have had serious client-side forces pushing for sales-y initiatives that weren’t a good fit for the community or the
conversation in which it wanted to engage. When those types of posts went up, there was radio silence in the community
until the content reverted to the types of posts with which the community already felt comfortable.

The bottom line: Consumers get it. They know what they want. They’ve seenthe kind of experiences they can have from
some of the industry leaders and they are holding all brands to the same standard of excellence. If you don’t do it, you’re
a goner (not to be dramatic), but if you keep pace, the kind of access you have to customers will be marketing gold. The
implications of social media saturation should be at the top of your list of considerations as you work to develop a strategy.
For success in keeping your community engaged beyond the ―like,‖ focus on:

Repeat Engagement
While I realize that no social media KPI list is complete without the phrase ―increase fans and followers,‖ the focus should be
on repeat engagement first. In all considerations in social the first questions a practitioner, planner or strategist should
pose and ultimately answer is, ―why will people come back?‖ This applies to mobile and Facebook apps, Twitter handles,
blogs – everything.

Establish the promise for value-add that your brand will make to your fans and keep it. To the point above from our Curious
community, fans are coming for coupons, promotions and exclusive content. You need to keep this content coming in new
and exciting ways. Not to mention, generic will no longer be acceptable to these savvy community members. Personalization
and smarter social integrations will continue to make your brand relevant to the consumers daily life—a welcome addition
to their feeds as opposed to a static nuisance.

1-800-Flowers does a fantastic job inspiring repeat engagement by offering specials that coincide with occasions/events
that inspire the gift of flowers both on the brand’s Facebook page and the Web site. While I disagree with using discounts
and coupons solely to inspire repeat engagement, I do agree with 1-800-Flowers Fresh Rewards program, which not only
gives points for sending flowers, it also reminds a user of certain dates that he has fed into the system.

Relationships and Service
Building relationships is a little harder to measure, but as fans reject brands that aren’t genuine, brands that want to play in
the social space need to assess how much of a person they’re willing to be in order to build relationships. Will your brand
reveal the person moderating a page by name or will it put up a corporate wall? On either end of the spectrum, making it
clear that the posts or tweets are coming from someone who is a lot like the fans on the platform bodes well for
relationship and community building.

The Nissan LEAF’s high-touch, information heavy, product launch required using transparency to form relationships. Answering
questions as they arose was imperative to keeping the community’s trust throughout the purchase process that was unlike
anything U.S. auto buyers had experienced before. This isn’t the only way to build relationships. In communities where it’s
brand-appropriate, a real person can address the community and build the relationships on a person-to-person basis.

Customer service is also a critical component of the relationship objective. By taking on this role, community members
expect that you are offering them value and will be responsive to their contributions—good or bad. Consumers want to be
responded to and at an increasing pace. If a brand fails to serve up a positive customer service experience, the relationships
that it has worked to cultivate will also flounder. LEAF used social channels to answer questions about the product, but
many other service-based brands are using the channel to respond to complaints and ensure positive customer experiences
through a one-to-one relationship.

Positive Reinforcement
Posting and leaving isn’t an option if a brand truly wants to build a community. Reinforcing good behaviors from community


members should be as much of a priority as responding to issues and complaints. Building up the good behavior will help
build a happy social media community. In many ways, this point points back directly to all of the lessons for Repeat
Engagement and Relationships/Service. Positive reinforcement includes providing things of value—sometimes coupons, other
times content or other forms of social currency, as well as simply being a responsive force within the community.

Zappos.com reinforces sharing on its Facebook fan page in a lot of different ways, but the most evident is its ―Fan of the
Week‖ program, which puts fans who share photos on the Facebook wall with a Zappos box front and center. Who doesn’t
want to be fan of the week?

Is Saturation the future of social communities? In my opinion, Saturation is just the beginning of this evolutionary stage in
social media—life beyond the ―like‖ if you will. It’s more a period of opportunity than challenge because as users mature, our
communities are getting smarter and brand interactions in this channel deeper. While it’s important to prepare for the
increasing intelligence of social media users across the board, it’s also important to keep an eye out for the next generation
to emerge. With more than backwards smiley faces and different definitions of privacy – they’ll bring with them an even
higher set of expectations. As a group that came of age airing their grievances, happiness and sadness on social media, the
teens and tweens of today will bring with them an entirely new set of opportunities and challenges.

Salesforce.com and Radian6: What it means for B2B marketers
Posted by Lindsay Renwick / December 1, 2011 12:59 pm / Toronto

For years, a truism among social media marketers is that B2B is a soft medium, better suited to raising awareness, thought
leadership and passive relationship building than to pursuing hard sales objectives. We argued increased length of B2B sales
cycles and difficulty of tracking customers from one platform to another as main reasons for not attempting full-scale CRM
activities.

While those are both valid, one of the main reasons we steered clear was the sheer amount of work it would take to
identify, track and funnel leads to sales in the absence of a comprehensive social CRM tool. Advising clients to build a
custom database and assign community management resources to enter, tag and monitor individual leads by hand never
seemed like a winning proposition.

And so, we stuck to strategies that made the most sense, to get the most bang for a client’s buck. And while establishing
thought leadership by producing best-in-class content undeniably works, it’s got two things going against it, from an
internal perspective. First, producing high-quality content on a regular basis takes a lot of work; second, it eats into time
when employees could be pursing shorter-term wins through more familiar channels. Plus, we were always faced with the
same measurement issues. If we can’t adequately connect follows, likes and mentions to the bottom line, how can we
expect to convince skeptical managers and salespeople to participate in a program that seems like more work for
questionable return?

Which is why I nearly jumped out of my skin with excitement back in March when I read that Salesforce.com was acquiring
Radian6. Could we be on the verge of discovering the B2B social Holy Grail? That remained a question mark for the better
part of the summer as details were ironed out. Now, according to Radian6’s website, many of the features we’ve been
holding out for are becoming a reality:

– Enable social media and community teams to see a customer’s entire service case history from the Radian6 dashboard,
providing context for outreach and engagement
- Build new contacts, leads, or service cases and push them to the sales team for follow-up actions to streamline workflow
- Link social properties like blogs or Twitter accounts to existing CRM contacts, or create new contacts or leads from social
properties discovered through monitoring
- Automatically capture social conversations mentioning your brand generated by your customers or prospects in social
media


- View your team’s engagement notes from the Radian6 dashboard within each customer or prospect record

This all makes great marketing copy, but what does it mean for B2B businesses that link these two powerful services?

1. Greater integration between marketing and sales.
These teams can sometimes seem disconnected, especially in larger organizations. Total lead-gen transparency between
the two groups can lead to a greater understanding of each others’ efforts and decrease frustration as sales no longer has
to wait for marketing to qualify and hand off new leads.
2. Greater understanding of social media ROI.
With the two systems talking to one another, it becomes relatively simple to track social-media initiated sales and assign
conversion values to community activities, providing all-important justification for assigning work hours to social media
efforts.
3. Better understanding of effective engagement tactics.
Giving marketing teams the tools to determine what types of engagements lead to sales allows for better resource
allocation and less likelihood that social media audiences will tune out messaging over time.
4. Larger community management teams.
This one might seem like a bit of a flyer, but as marketing and sales teams refine lead-gen efforts to bring more sales in the
door, marketing departments may be freed up to invest more heavily in the human resources required to step up social
media-based customer service and intake efforts, creating new job opportunities.

These are just some of the immediate impacts that I can see coming. Can you see any other opportunities or difficulties the
Radian6 and Salesforce partnership may present to B2B organizations?

Search Social Connections In Salesforce
Salesforce.com released the Social Marketing Cloud powered by Radian6 technology Wednesday. And while the platform's
five modules focus on social marketing, I asked Marcel LeBrun, senior vice president, GM of Salesforce Radian6, and Gordon
Evans, Salesforce Radian6 product manager, what's in it for marketers as more push to integrate social signals in search.

Most marketers that are tapping into social media tools, such as Radian6 technology, tap into the interests people talk
about across networks. Using conversation analysis that determines the hot topics people talk about can help determine the
conversations to target -- especially when it comes to niche searches.

Optimizing search means it is important to serve up in the first few query listings, but how do marketers own terms and
phrases, paid or organic? And how can a company create a presence wherever potential customers land across the Web?
LeBrun and Evans believe marketers will find this tool in growing share of conversation. A company's share of conversation
differs from share of voice.

Marketers must determine the influence on a brand from an effect that consumers might have from a product. How often do
they mention the name of the brand, and what words do they use in connection within the conversation? That connection
can strengthen search marketing campaigns. For example, when people talk about headaches, how often do they talk about
Advil as a remedy? Is the conversation positive or negative? Can the marketer step in and offer suggestions? What keywords
in a paid-search marketing campaign might connect with that conversation to strengthen the brand's name and position?

The Salesforce.com Social Marketing Cloud suite does not offer keyword analysis tools. It's probably not the top requests
from its customers, but remains on a list of topics to explore for future upgrades, according to LeBrun.

At the Search Insider Summit in Deer Valley, Park City, Utah next week, attendees will explore topics related to the
integration of social signals in search campaigns. Folks like Google's Lauren Kelley will provide insight into Google+.

Colin Jeavons, president and CEO at Vertical Search Works, will become the judge to facilitate a heated discussion between
Jon Elvekrog, CEO, 140 Proof, and Janel Landis Laravie, co-founder of Chacka Marketing, on social and search. Attendees
become the jury, and they listen and interact with the two as they deliberate about the right balance of social and search --
and how combining both (or not) can deliver the best value.

Adobe Integrates BrightEdge Technology, Opens Search Campaigns
by Laurie Sullivan, Nov 27, 2011, 2:01 PM

Adobe has integrated digital marketing suite technology from search engine optimization platform provider BrightEdge to


support search marketing campaigns. The companies plan to announce the integration on Monday.

SEO and paid-search campaigns influence each other. Web analytics supports both. The module combines BrightEdge SEO
data with Adobe's Web analytics and bidding optimization features.

The integration across BrightEdge S3 and both Adobe SiteCatalyst and Adobe SearchCenter+ aims to knock down the walls
separating organic and paid-search campaigns. It pulls in search query terms and rank for company marketers using the
platform, as well as organic search-ranking data from competitors.

The combination allows users to see how paid and organic campaigns rank and provides on-site engagement or conversion
metrics in one report. It also supports an unlimited number of SEO keywords, keyword groups, business units and results for
more than 40 countries and major search engines from the ISO-security certified BrightEdge platform.

Marketers integrating the BrightEdge S3 platform and Adobe SearchCenter+ can create bid strategies based on both paid and
organic keyword activity, as well as gain access to combined reports and rich keyword expansion possibilities. The hope is
that SearchCenter bid rules can return higher return on investments, because there is a better understanding of the value of
a keyword, rather than just its paid-search value.

Adobe began building a strategy to support search engine marketing just prior to the acquisition of Omniture about two
years ago, according to Christopher Parkin, who heads Strategic Alliances and Genesis Solutions at Adobe. "It's only been in
the last year that we began integrating with SEO partners," he said, explaining that Genesis also offers integration with other
search platforms from Conductor and Search Metrics.

Parkin points to BrightEdge's global footprint to support engines from Google and Bing to Baidu in China, as well as the
quality of information. There are about 1,500 live integrations across Genesis, supporting a variety of services in addition to
search marketing.

Firms suffering information glut
November 29, 2011 12:24AM NEWS.com.au, 24 Aug 2011

THE growing mountain of inefficiently handled data in corporate information systems has become a silent productivity killer,
costing the economy at least $3 billion a year, a report says.

Around 40 per cent of companies surveyed indicated they were suffering from an information glut, up from about 34 per cent
two years ago.

The report was commissioned by Hitachi Data Systems Ltd and undertaken by Deloitte Access Economics.

Hitachi Data Systems general manager Neville Vincent said the mismanagement of digital information was the "silent
productivity killer" in Australian and New Zealand.

"We know that Australian people work incredibly hard in the developed economies, but they are probably one of the least
productive," Mr Vincent said.

"We are verging on an information disorder, beyond an information glut."

The productivity loss as a consequence of the inefficient handling of information represented a $3 billion annual drag on the
Australian economy, the report said.

"Most interviewees estimated that they could reduce the amount of time employees spend searching and accessing data by
between 30-50 per cent if they had more efficient data management systems," the report said.

The report found 81 per cent of companies surveyed said it was important to manage data growth, up from 68 per cent two
years ago.

Some 70 per cent of respondents said managing the costs of keeping track of the data was important, compared with 57 per
cent in 2009.

"To use the gluttony/obesity analogy, people have recognised that they are putting on weight, from an additional information
mismanagement perspective," Mr Vincent said.

"But they are not actually doing anything about it."


Mr Vincent said the steps Hitachi had taken to improve its own processes - breaking up management silos, studying staff
interaction with data and building the appropriate technology to support that interaction - resulted productivity gains over a
four-year period.

It now cost the company 40 per cent less to generate every dollar of income.

While the survey noted that the current economic climate meant businesses had downgraded investment spending in 2011 -
potentially cruelling plans to improve their IT systems - Mr Vincent said many changes could be made with little cost.

"It costs you a lot less than you think, a lot less than it costs you in the millions and millions of dollars that people are
throwing at technology at a problem," Mr Vincent said.

"We see that as just exacerbating the problem."

The survey represented the views of about 400 firms across Australia and New Zealand.

Read more: http://www.news.com.au/breaking-news/firms-suffering-information-glut/story-e6frfku0-
1226208653845#ixzz1f1Ese3tv

Social media has diverse role
NEW YORK: Brand owners around the world are adopting a wide range of social media technologies but only a small number
can claim to be "fully networked", according to a study by McKinsey.

The consultancy polled 4,261 executives globally, and discovered that 50% of the firms represented now have an official
presence on the networks, up from 40% in 2010.

Official blogs logged 41% in terms of uptake, ahead of video-sharing sites like YouTube on 38% and microblogging platforms,
including Twitter, on 23%, all of which recorded growth year on year.

Adoption rates proved strongest in the high tech and telecoms sector on 86%, with business services on 77%, pharma
companies on 74% and retailers on 69%, according to the study.

When discussing the in-house benefits of deploying such tools, 74% of contributors agreed it was quicker to access
knowledge, 58% cited lower communications costs and 51% suggested it was easier to tap internal experts.

Focusing on client-facing activities, 69% of the sample pointed to greater marketing effectiveness, 47% reported higher
customer satisfaction and 43% said that marketing spend was lower as a result.

Currently, 78% of companies are still "developing" when it comes to deriving an advantage from their social activities, 12% are
enjoying meaningful improvements on client-based metrics and 7% have mainly seen in-house benefits.

A modest 3% of operators were considered to be "fully networked", or exploiting the complete range of favourable outcomes
following on from leveraging social properties.

McKinsey also revealed there were "statistically significant correlations" between self-reported corporate performance and
implementing two core business practices in this area.

The first was using these mediums to "scan the external environment", pursued by 75% of firms on at least one platform,
peaking at 40% for social networks, 29% for blogs and 13% for microblogs.

But the second such discipline, "matching staff to set tasks", was much less widespread on 29%. Other common uses of social
sites were finding new ideas on 73%, and managing projects on 55%.

Looking ahead five years, 35% of the panel said boundaries between employees and customers would blur, 32% thought data
will become more important to decision-making, and 27% predicted organisational structures could flatten out.

Data sourced from McKinsey; additional content by Warc staff, 24 November 2011

How social technologies are extending the organization


Our fifth annual survey on the way organizations use social tools and technologies finds that they continue to seep into many
organizations, transforming business processes and raising performance.

NOVEMBER 2011 • Jacques Bughin, Angela Hung Byers, and Michael Chui Source: McKinsey Global Institute

 Page 1: Introduction

 Page 2: Usage at scale and continued benefits

o Exhibit 1: Rising adoption rates

o Exhibit 2: Adoption of social technologies across industries

o Exhibit 3: Benefits remain consistent over time

 Page 3: The performance edge of networked enterprises

o Exhibit 4: Tracking the four types of organizations

o Exhibit 5: Correlations with corporate performance

 Page 4: Networked organizations: Not a steady state

o Exhibit 6: Shifting network classifications

 Page 5: Changing processes

o Exhibit 7: Supporting a variety of processes

o Exhibit 8: A mix of old and new

o Exhibit 9: A blurring of boundaries

Companies are improving their mastery of social technologies, using them to enhance operations and exploit new market
opportunities—key findings of our fifth annual survey on these tools and technologies, in which we asked more than 4,200
1
global executives how organizations deploy them and the benefits they confer. When adopted at scale across an emerging
type of networked enterprise and integrated into the work processes of employees, social technologies can boost a
company’s financial performance and market share, respondents say, confirming last year’s survey results.

But this is a very dynamic environment, where the gains from using social technologies sometimes do not persist, perhaps
because it takes so much effort to achieve them at scale. Some companies, respondents indicate, reaped fewer benefits and
thus became less networked, while a smaller percentage learned how to deploy these technologies to become even more
networked. Executives say that their companies are using them to increase their agility and to manage organizational
complexity. Many believe that if organizational barriers to the use of social technologies diminish, they could form the core of
entirely new business processes that may radically improve performance.


Notes
1
The online survey included 4,261 respondents across sectors, geographies, company sizes, tenures, and functional specialties.
As with surveys in past years (when we referred to social technologies as ―Web 2.0‖) the survey covers the adoption and
usage of technologies, their benefits, and corporate performance. This year, we also asked about how organizations are using
social technologies and the types and magnitude of the organizational and process changes that could result.

Usage at scale and continued benefits

Social technologies as a group have reached critical scale at the organizations represented in our survey. Seventy-two
percent of the respondents report that their companies are deploying at least one technology, and more than 40 percent say
that social networking and blogs are now in use (Exhibit 1). These technologies are being deployed across sectors, at the high
level of 86 percent of the respondents’ companies in high tech and telecommunications, but at 62 percent of companies even
in the energy industry (Exhibit 2). Levels of reported benefits not only remain high when respondents’ organizations use social
tools for internal purposes but have also increased among those that use them for communicating with customers or for
integration with partners and suppliers (Exhibit 3).

The performance edge of networked enterprises

Last year, we identified a small group of respondents who indicated that their companies had experienced superior
performance from the use of social technologies across key stakeholder groups. We repeated the analysis this year, looking at
the average level of improvements in business benefits that executives reported. Four clusters emerge from our analysis.
Executives at internally networked organizations note the highest improvement in benefits from interactions with employees;
those at externally networked organizations, from interactions with customers, partners, and suppliers. Executives at fully
networked organizations report greater benefits fromboth internal and external interactions. In the fourth and by far the
largest group, developing organizations, respondents report lower-than-average improvements across all interactions at their
2
organizations.

As we found last year, the number of fully networked organizations is small. But the percentage of externally networked
3
organizations is higher and that of internally networked ones lower (Exhibit 4), reflecting the fact that the gains from the use
of social technologies are not static (see discussion below). We call the companies in the fully and externally networked
groups extended enterprises, since their use of social technologies in customer and partner outreach blurs the boundaries of
the organization.


We found statistically significant correlations between self-reported corporate-performance metrics and certain business
processes that networked enterprises use (Exhibit 5). The market share gains respondents report are correlated with two such
processes. First, these organizations use social tools to scan external environments. Second, they use them to match
employees to tasks: internal wikis and social networks help project leaders to identify employees with the most appropriate
skills and to assign these employees to the projects for which they are best suited.


Another key performance measure, self-reported operating-margin improvements, correlated positively with the reported
percentage of employees whose use of social technologies was integrated into their day-to-day work. Among the companies
of respondents who took the survey in previous years, these improvements also correlated positively with gains in the
reported percentage of employees whose work is highly integrated with social media. Market share leadership in an industry,
the final self-reported performance measure, correlated positively with the integration of social tools in employees’ day-to-
day work, as well. Consistent with last year’s analysis, we found that market leadership correlates negatively with fully
networked and externally networked organizations. While market leaders may use social technologies within the organization,
they might be less inclined than market challengers to push for a full range of benefits.

2
As we did last year, we sorted the respondents into four clusters based on the average mean improvement reported across
the different benefits when Web 2.0 is used in interacting with employees, customers, and external partners or any
combination thereof. Fully networked enterprises are defined as those with an average improvement greater than 10 percent
when Web 2.0 is used to interact with employees, customers, and external partners. Externally networked enterprises are
those with a greater than 10 percent average improvement when Web 2.0 is used to interact with customers and external
partners. Internally networked enterprises are those with an average improvement greater than 10 percent when Web 2.0 is
used to interact with employees. The remainder of respondents work for what we classify as developing enterprises.
3
See Jacques Bughin and Michael Chui, ―The rise of the networked enterprise: Web 2.0 finds its payday,‖
mckinseyquarterly.com, December 2010.

Networked organizations: Not a steady state

We also analyzed the responses of executives who participated in both the 2010 and 2011 surveys for changes in our defined
enterprise clusters. According to these responses, a surprising number of organizations made the transition from one type of
enterprise to another. Roughly half of the internally and externally networked enterprises slid back into the category of
developing organizations; that is, they did not maintain the benefits of using social technologies that they had achieved
earlier. Less than 15 percent of the companies in any given category moved up to the next tier—in other words, from a
developing to a networked enterprise or from an internally or externally networked enterprise to a fully networked one
(Exhibit 6). It appears that it is easier to lose the benefits of social technologies than to become a more networked enterprise,
which suggests that significant effort is required to achieve gains at scale. We also found initial indications that if the
percentage of employees who integrated social technologies into their day-to-day work declined, their companies were more
likely to backslide.


Changing processes

We asked respondents about current and future uses of social technologies for a range of business processes and found that
the greatest number say their companies use these tools to scan the external environment for new ideas. Respondents also
report that different technologies are better suited to specific types of business processes, as the accompanying heat map
shows (Exhibit 7). Social networking and blogs, in particular, are used most heavily in externally focused processes that gather
competitive intelligence and support marketing efforts.

Respondents expect social technologies to modify many of their organizations’ current processes. In addition, many believe
that entirely new processes could arise if barriers to use—cultural obstacles, for example—fall (Exhibit 8). The respondents
affiliated with fully networked organizations are the likeliest to believe that greater process change will occur in their own
organizations. In larger numbers than respondents in other clusters, they think that social technologies will lead their
companies to adopt entirely new processes under current conditions and to do so even more aggressively if all constraints
were removed. This optimistic view may reflect the fact that these respondents are seeing the greatest level of benefits
across the board.

Peering ahead three to five years, many respondents expect still more profound organizational changes (Exhibit 9). They say
that with fewer constraints on social technologies at their companies, boundaries among employees, vendors, and customers
will blur; that more employee teams will be able to organize themselves; and that data-driven decision making will rise in
importance.


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