seriously social 2015

Transcripción

SERIOUSLY SOCIAL 2015 Peter Field SAMPLE VERSION
Four things to take from this report
A NEW ‘SOCIAL ORDER’
ORIGINALITY IS KEY TO
SOCIAL SUCCESS
CUSTOMER ACQUISITION
IS KEY TO SOCIAL
EFFECTIVENESS
SOCIAL WORKS BEST WITH A
FEW OTHER CHANNELS
The rise of ‘paid social’ and
the decline of organic reach,
particularly on Facebook, are
having an impact on strategy.
It is becoming harder for lowbudget campaigns to break
through, and those that do are
using more offline activation.
As a result, success in social
now requires both ‘sharing
power’ and money. The rise of
investment in ‘paid social’ may
be leading to a focus on shortterm metrics, rather than longterm brand-building. A survey of shortlisted entrants
for the Warc Prize for Social
Strategy shows that ‘originality’
is overwhelmingly seen as
the most important factor in a
campaign becoming a social
‘hit’. It is viewed as far more
important than utility and
incentives. This supports earlier
research linking creativity and
social effects.
The study suggests that, like
‘traditional’ marketing, social
strategies are most effective
when they take a long-term
view and focus on customer
acquisition, not retention.
Emotional appeals are more
likely to deliver long-term
success.
Social-led campaigns appear to
work best when accompanied
by three to five other channels.
In the shortlisted case studies
from the Warc Prize for Social
Strategy, these are highvisibility offline media.
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Seriously Social 2015 – Sample version
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© Copyright Warc 2015. All rights reserved.
Executive summary
This report draws lessons from
the world’s best social strategy.
It is based on expert analysis of
the shortlist of the Warc Prize for
Social Strategy 2015, a global
competition that rewards smart
social and ‘earned’ media
thinking that leads to business
results.
The winners of the Prize were
announced in June 2015. Each
showcases strategic thinking that
both drove social effects and had
a business impact for the brand.
The Seriously Social 2015
report, authored by marketing
consultant Peter Field, looks at
the 32 shortlisted entries as a
single body of work. It considers
features of all entries on the
shortlist and compares trends
to analysis of the 2014 Prize,
exploring the drivers of social
effectiveness.
To do this it uses:
• tagging data applied when
the case studies were
published on Warc.com,
including analysis of media
channels, budgets and
creative approaches;
• an in-depth survey with
the authors of shortlisted
papers;
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• analysis based on different
‘models’ of social strategy –
top-down versus bottom-up,
and cause-driven versus
brand story-driven.
Paid social media
The first theme to emerge
from the research is the shift
to ‘paid social’. Changes in
social media algorithms have
restricted brands’ ability to
achieve exposure without paying
for reach. In 2015, the average
budget of shortlisted campaigns
has increased almost 40% from
the average budget in 2014.
Not all case studies had large
budgets, however, and many had
to be very creative to achieve
social success without media
spend. Broadly, the case studies
can be categorised as low-budget
campaigns looking for substitutes
for money, and higher-budget
campaigns that paid for reach.
The growing use of paid social
media seems to be increasing
the need to demonstrate returns
from social investment, and
an increase in short-term
evaluations. This short-term focus
has seen a reduced emphasis
on using long-term measures
of brand equity, and reduced
usage of emotions, storytelling
and consumer-generated content
in the campaigns. These trends
point to an emphasis on shortterm sales rather than longerterm brand building.
As well as paid social, there
were more traditional media used
alongside the social channels
in 2015, particularly used by the
campaigns with larger budgets to
improve their reach.
Social channels have also
evolved since 2014, with online
video of increasing importance.
While Facebook and Twitter
still dominate, YouTube and
Instagram showed strong growth.
Drivers of social success
Two currencies for social success
were identified – the innate
‘sharing power’ of the social idea,
and the money required to deliver
reach, more significant in 2015
because of the constraints on
organic reach imposed by some
social media players. The survey
of shortlisted authors found
that the feature thought most
important to social success was
the originality of the idea, cited
by 83% of case study authors.
Creativity has become an
essential driver of organic social
reach as well as facilitating paid
reach, as many of the winning
cases demonstrate. Other notable
drivers were utility, highlighted by
42% of authors, and a worthwhile
cause and an experiential
element, both cited by 38% of
authors. The campaign feature
that least drove social success
was offers and prizes. While this
tactic is often cited by brands as
a preferred strategy for social, it
does not drive long-term effects
and value for the brand. The
analysis shows the most powerful
use of social strategy is as part
of a long-term brand-building
effort, and optimum length for a
social campaign is more than six
months.
The report also considers
these drivers of social success
in relation to the type of social
strategy and how the importance
of campaign strategies changes
depending on the time over
which social success is observed.
Experiential elements, creativity
and usefulness of service are
seen as more important features
to long-term success than
short-term for a campaign. The
Executive summary
“The most successful
strategy, whether for
a high- or low-budget
campaign, is to partner
social media with
traditional offline media.”
features more important to shortterm success were association
with causes, sports and events,
and consumer-generated content.
The difference is whether the
feature works to strengthen the
brand and so lead to long-term
effects, or to prompt behaviour
and generate more immediate
activation. The ideal campaign
would comprise both of these
strategies.
Drivers of commercial
effectiveness
The report also examines
business, activation and brand
effects to determine drivers of
commercial effectiveness. The
first factor examined is timescale.
The study shows long-term social
campaigns achieve greater sales
and market share growth through
new customer acquisition.
Business effects of brand story
and cause-driven campaigns
are shown to be similar when
considering all budget levels.
However, significant differences
are seen when looking at low
budgets – here the cause-driven
campaigns greatly outperformed
those with a brand story strategy.
In terms of creative strategy,
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there were some general trends,
even though most entries used a
range of overlapping strategies.
Consumer-generated content
results in powerful activation
effects but was less successful for
long-term business and brandbuilding effects. Partnerships
and affiliations produce powerful
activation and brand-building
effects, but tend to drive less
significant long-term business
results. Finally emotional social
strategies result in powerful
effects across metrics, but
particularly in business and
brand effects.
Social in the media mix
The 2015 campaigns confirmed
the finding from 2014 that social
strategy should involve multiple
channels. There were no cases
among the 2015 shortlist that
used fewer than three social
media. The average number of
other channels used was 6.9,
although 41% of campaigns used
just three to five other channels
aside from social. This is a
different pattern to 2014, when
the trend was for using more
channels alongside social media.
This focus on fewer channels
seems to enable brands to utilise
budget more effectively given
the increased cost of achieving
reach. There were changes in
the other media used compared
to last year. Low-budget
campaigns that perform well tend
to use games, search, point-ofpurchase and product sampling
alongside social media. The
most successful high-budget
campaigns focus on point-ofpurchase as well as newspapers,
ambient, cinema, outdoor, PR and
television.
Television was used by 75% of
high-budget campaigns, closely
followed by outdoor (63%). These
two channels also saw the largest
growth as lead media alongside
social across the two years of the
competition.
In conclusion the most
successful strategy, whether for
a high- or low-budget campaign,
is to partner social media
with traditional offline media,
particularly those that offer high
visibility for the budget. The
increasing difficulty in achieving
reach through social alone
means that using social media
as the only channel is unlikely to
achieve the desired result.
Notes from the chair of judges
SHUBU MITRA,
Coca-Cola
Chairman of judges for the 2015
Warc Prize for Social Strategy
Shubu Mitra is Director, Connection
Planning Effectiveness and Productivity,
Coca-Cola. He leads Coca-Cola’s global
effort to improve the effectiveness of
brand marketing communications and
increase productivity.
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There are three things that stood
out from the entries to the Warc
Prize for Social Strategy. The
first theme was the importance of
social at the heart of a campaign,
rather than just use of social
tactics. Anybody who reads the
examples can see that.
The second thing – and this
was quite stunning – was the
productivity. A lot of these
campaigns had very little or no
budget, but achieved fantastic
results – not just in changing
attitudes, but really impacting
behaviour. To get that kind of
change with the budgets that
were available is very impressive.
We used to be satisfied with
social campaigns affecting
consumer attitudes or perceptions
about brands and categories.
We are now seeing some great
examples that go one step further
and impact people’s behaviour.
The third thing I noticed was
that we had quite a few cases
that demonstrated very smart
use of different social platforms
that are available – not just
Facebook and Twitter, which
are the dominant platforms, but
platforms such as Instagram and
Reddit. It demonstrates a level
“The first theme was the
importance of social at the
heart rather than just use
of social tactics. Anybody
who reads through the
examples can see that
come to life.”
of maturity in our understanding
of how these platforms relate to
users and how different platforms
can be leveraged to achieve
communication goals.
Tips for entrants
There are two things that I would
like to see more of in future
entries to the Prize. The first is a
clearer description of the process
by which a particular campaign
went from business objectives
to communication objectives to
social strategy objectives to the
actual social architecture.
Second, I would like to see
more information about the
strategic options that are laid
out at the planning stage. We
all understand that social
campaigns don’t necessarily
go exactly as planned, and
any good team would have
in their back pocket strategic
options for different reactions
to the campaign. I would love
to see more of that explained in
the case studies, because that
means that it’s not just about
pre-planning and execution. It’s
truly about planning and active
execution, which I think is core to
social campaigns.
Three ways to use social
As a judge I was struck by the
creative use of social media and
the positive impact it had on
business results.
GIAN FULGONI,
comScore
Judge for the 2015 Warc Prize
for Social Strategy
Gian M. Fulgoni is co-founder and
chairman emeritus of comScore, Inc.
This piece is an extract from ‘How Brands
Using Social Media Ignite Marketing and
Drive Growth’ by Gian Fulgoni, published
in the Journal of Advertising Research,
Vol. 55, No. 3, 2015.
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Social as a supplement
to media spend
There are two types of branded
social media communications:
‘organic’ and ‘paid’. Organic
social media consists of brand
communications that are
created by the advertiser on a
social platform. The advertiser/
sponsor doesn’t pay for it, and
it can lead to ‘earned’ media
where the consumer shares the
communication with others –
either online or via word of
mouth. ‘Paid’ content is as it
sounds: the advertiser pays for
the content. Both of these types of
social communications are used
as supplements to existing media
programs, and this is probably
the most common way that social
marketing is used today. In
part, this reflects the reality that
building high reach on social
media using organic alone has
become increasingly difficult due
to algorithmic changes to social
newsfeeds that favour paid over
organic brand communications.
It is interesting that in all the
finalist case studies in the 2015
Warc Prize for Social Strategy,
brand managers used two
diametrically different types of
supplemental social strategies:
campaigns that supported
television and campaigns that
were amplified by television.
Traditional media spend
was used to seed a campaign,
often supporting the notion that
nothing yet beats television
for generating high reach in a
very short period of time. Social
amplification was implemented
to build reach and frequency
beyond television alone. A
variation on the same strategy
involved the use of paid social
media to fuel earned and owned
social communications. One
brand entry put it well: “Start a
fire and then rely on our social
tribes to fan the flames.”
The second supplemental
approach turned the first on
its head: It called for the use of
paid, owned, and earned social
media to build awareness of
the campaign to a level where
‘earned’ television coverage (i.e.,
television coverage not paid for
by the brand) brought further
value to the brand. This worked
well for a number of campaigns
in the Prize – for example,
those that used humour and/
or celebrities and, therefore,
were entertaining for television
to cover, or those that focused
on reducing crime in society
and, therefore, worthy of being
included in television news
coverage.
Social as a substitute for
media spend
In some situations, especially
where the brand was struggling
financially, social media could
substitute for media spend. SPC,
an Australian fruit processor,
found itself in such a perilous
position that it was just months
away from closure. The company
was able to use influencers,
Tweets, direct messages, and
Facebook posts quickly to
rally sympathetic support from
Australians across the country to
purchase its products and save a
100-year-old brand.
Social as a saviour
On a surprising number of
occasions, social was the
centrepiece of an effort to breathe
Three ways to use social
“In an age of globalization,
it’s important that
marketers think global but
act local. And social can
be used in a very costeffective manner as a key
part of the local marketing
approach.”
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life into a failing—or even
dying—brand. In some cases,
it was clear that the brand’s
prior marketing strategies had
failed abysmally. In others,
it appeared that the brand
essentially had been abandoned
by its owners. In such instances,
necessity became the mother
of invention, and impressive
creative tactics involving social
were implemented (leaving me
to wonder why it took being on
the brink of disaster to unleash
creative social juices). Perhaps,
because social is still unproven
at many companies, it took
precisely that kind of a situation
to persuade senior management
to invest in social marketing.
Clearly, all else had failed.
Also intriguing were the cases
that featured global marketing
strategies that completely failed
to be effective in some individual
countries, leaving the brand in a
very vulnerable position in those
markets. In such instances, social
marketing became especially
relevant in a brand’s rebuilding
efforts because it essentially
demanded that brand managers
understand the nuances of a
particular local market and
tailor their communications
appropriately.
In an age of globalization, it’s
important that marketers think
global but act local. And social
can be used in a very costeffective manner as a key part of
the local marketing approach.
In some cases, the brand was
believed to lack an affinity with
Millennials, and social was a
key tactic to use to re-engage
that target audience with the
brand. With disaster at hand,
some of the marketers among
the Prize finalists came up with
imaginatively creative ways in
which to establish the relevance
of the brand among this
important demo segment.
‘Social as a saviour’ is a
particularly apt descriptor of how
some not-for-profit organizations
have been able to use social
marketing to achieve their goals.
Summary
If ever I had any doubt, the 2015
Warc Prize for Social Strategy
case studies demonstrated that
social media has become central
to the marketing efforts of many
brands and organizations. And,
in turn, the palette of tools that
a marketer can use has been
enhanced dramatically by social.
It’s especially impressive to see
the creative applications of social
and how it can be used to amplify
the impact of traditional media. I
would venture to say that social
can bring marketing creativity
to life, especially even in those
instances where media budgets
are limited or nonexistent.
The only current shortcoming I
see is that the specific isolation
on business results of the
impact of social—especially
organic efforts—needs further
development. Because social
generates so many intervening
metrics, it’s easy to rely on them
as evidence of success. It’s clear,
however, that some of the metrics
being used to evaluate organic
social marketing are overstated.
In the case of paid social
media, more and more tools
are becoming available to
allow marketers to understand
its impact. This is important
because recent changes in the
ranking algorithms of some
social platforms have had the
effect of favouring paid versus
organic communications in terms
of reach and frequency.
Warc Prize case study: US Navy
GRAND PRIX
PROJECT ARCHITEUTHIS
(AMERICA’S NAVY)
Advertiser: US Department of
Defense
Lead Agency: Campbell Ewald
Market: United States
This case study describes
how the US Navy recruited
cryptologists via an alternatereality puzzle-solving game on
social media.
The US Navy needed to
maintain its goal for recruiting
cryptologists with a decreased
budget, negative press coverage
and more challenging market
circumstances as unemployment
decreased.
Exploration of the extremely
small and elusive cryptologist
target audience revealed an
intriguing insight - that the
brightest cryptology minds
cannot resist a nearly impossible
puzzle.
This led to ‘Project Architeuthis’,
an alternate-reality game where
characters, cryptologic clues, tips
and updates were revealed via
Facebook, Twitter, Instagram and
Tumblr.
With no paid media, this game
was an incredible engagement
success, and analysis showed
that participation increased the
likelihood of enlistment.
Read the full case study
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Warc Prize case study: Coca-Cola
GOLD
SHARE A COKE US
(COCA-COLA)
Advertiser: Coca-Cola
North America Group
Lead Agency: Starcom
Mediavest Group
Market: United States
This case study explains how
Coca-Cola, the beverage brand,
adapted its globally successful
‘Share a Coke’ campaign for the
US market to encourage teens to
drink more Coke.
10 million US teens had not
consumed Coca-Cola in the past
year, so the company wanted to
make a more personal connection
with them and encourage them to
buy more.
It imported the globally
successful ‘Share a Coke’
campaign, including putting
people’s names on bottles
and promoting a social media
hashtag to encourage people to
get sharing.
As a result, 1.25 million more
teens tried a Coke over the
course of a summer and sales of
participating packages rose a
11% - making the US campaign
more successful than any other
market.
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About Warc’s Seriously Social 2015 report
Seriously Social 2015 is an exclusive analysis of the
world’s most effective social media campaigns by the
pre-eminent marketing consultant, Peter Field.
Highlights of the report include:
• An in-depth review of how social strategy drives
broader effectiveness;
• Summaries of all the winning cases from the
2015 Warc Prize for Social Strategy;
• Practical suggestions on what kind of strategy is most
likely to work;
2. Drivers of social success
VARIATION BY BUDGET
As before, the key drivers are
similarly important to lowbudget social campaigns as
to high-budget ones: creativity,
useful product or service and
worthwhile causes, occupy
leading positions across both
ends of the budget spectrum.
Useful product or service rises
slightly in importance for lowbudget campaigns because
utility provides a low-cost way of
adding social value.
Again, lower down the pecking
order, differences in importance
emerge more strongly (Figure 5).
Experiential elements and
competitions become more
important to social success with
low-budget campaigns.
By contrast, celebrity
involvement is considerably
more important to high-budget
campaigns for obvious reasons.
At first sight, one surprising
finding is that greater importance
was attached to associations with
events, sports, shows and games
for low-budget campaigns than
high-budget ones. These kinds
of associations are often
expensive to buy, but case studies
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such as Maker’s Mark show the
power of unofficial (i.e. unpaid)
take-overs of famous events. At
a higher budget level Newcastle
Brown also demonstrates this
phenomenon.
These are the kinds of tactics
that help highly inventive lowbudget campaigns fight back
against the growing challenge
of achieving organic reach.
“Utility provides a lowcost way of adding social
value.”
There may be fewer of them
compared to 2014, but those that
remain achieve similar levels
of success across the range of
business, activation and brand
metrics. This is examined in more
depth in the next chapter, which
looks at the drivers of success
in terms of these metrics.
Figure 5. Key variations in the importance of features by budget
% cases finding features very important
40
40%
35
33%
30
33%
33%
27%
25
20%
20
15
11%
10
5
0
0%
Experiential
Low-budget
Competition
Event, sport,
show, game
Celebrity
High-budget
Seriously Social 2015
• Comparisons of top-down vs. bottom-up and causedriven vs. brand-driven campaigns;
• Analysis of short-term vs. long-term effects of social
campaigns.
This is a sample version. The full report is available to
subscribers of warc.com who can download it here.
Not a subscriber? Take a free trial.
Warc Prize for Social Strategy 2015
SILVER AND SPECIAL AWARD
FOR LONG-TERM IDEA
SIX WEEK SLEEP CHALLENGE
(A.H BEARD)
Advertiser: AH Beard
Lead agency: Mentally Friendly
Country: Australia
This case study explains how
AH Beard, an Australian mattress
manufacturer, overcame being
in a low-interest category by
creating a Six-Week Sleep
Challenge in a social media
campaign.
Mattresses are a challenging
category as every product looks
the same and they are purchased
infrequently, additionally,
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Seriously Social 2015
AH Beard was unfamiliar to
customers and salespeople.
While the category focuses
on ‘feature’ messages, AH Beard
took a new approach, using the
Six-Week Sleep Challenge to
prove they are experts in sleep
and reposition themselves as
a consumer-facing brand.
From a starting point of zero,
AH Beard grew their customer
database to 26,000 by delivering
on their brand promise of
‘Improving Lives Through
Better Sleep’.
SILVER
FEELINGNUTS
(CHECK ONE TWO)
Advertiser: Check One Two
Lead agency: Jam
Country: Global
This case study describes how
not for profit organisation Check
One Two triggered a grassroots
movement to raise awareness of
testicular cancer in the UK.
Men were unwilling to talk
about testicular cancer, and other
initiatives such as ‘Movember’
had failed to change this as
the activism distracted from the
issue itself.
This campaign kept the
focus on testicles, while
simultaneously not excluding
women from wielding
influence over the men in
their lives.
With no media budget,
#FeelingNuts led the fight
against cancer one testicle at a
time: all you had to do was grab
your balls, take a photo and
share it with #FeelingNuts, an
idea so simple that it actually
worked.
There were 152,000
conversations on Twitter using
the hashtag, building 786 million
impressions in less than six
months.
More from Warc
CASE FINDER
You can find all Warc case studies, including those cited in this
report, by searching our unrivalled database, which is organised
by campaign objective, country, industry sector, audience, media
channels, budget and campaign duration. Find a case.
ABOUT WARC
Warc.com is an online service offering advertising best practice,
evidence and insights from the world’s leading brands. Warc helps
clients grow their businesses by using proven approaches to maximise
advertising effectiveness.
Warc’s clients include the world’s largest advertising and media
agencies, research companies, universities and advertisers.
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seriously social 2015

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