At Forrester, we’ve always strived to help our clients address their challenges from a number of different angles, and now we’re formalizing this approach with an idea called playbooks. Each playbook we write is focused on one specific business challenge and is designed to give you every detail you’ll need to be successful.
Our interactive marketing research team is hard at work writing playbooks that cover mobile marketing, email marketing, digital media buying, and more — and I couldn’t be more pleased that our first interactive marketing playbook is the Social Marketing Playbook. We’ve worked to create a playbook that’ll help you:
Discover social marketing. You’ll see how firms like Unilever and De Beers defined a vision for fitting social into their marketing plans; you’ll be able to survey the social landscape around the world; and you’ll learn how marketers like Charles Schwab and NASCAR built the business case for social spending.
It’s that time of year again! That is, it’s time to look back at the very best social programs your company has run in the past twelve months, and to prepare your entry to the Forrester Groundswell Awards. This year’s entries are due on September 5, 2012 – and you can enter using our online form. We’ll be presenting the awards at Forrester Forums in October.
We’ve been lucky enough to recognize some fantastic social applications since we started these awards back in 2007 – and we’d like for you to have a great chance of winning, too. To improve your odds, we recommend you focus on two key points:
1. Enter in the right category.This year we’ve got 17 categories spread across three divisions: Business to Consumer, Business to Business, and Business to Employee. (If you’ve entered in previous years, you’ll notice that our two B2C divisions – North America and International – have been combined into a single global division; and that our Management division has been renamed Business to Employee.) Choose the division that best describes your program’s audience (B2C, B2B or B2E), and then choose the award category that best describes the objectives of your program (for instance, Listening, Talking or Supporting). If you’re not sure which category fits best, you can review the descriptions of each category on our FAQ page.
Adopting a social mindset requires a change in culture. Tough to accomplish. Now layer on top the added complexities of a B2B sales cycle, strict industry regulations, and dozens of regional markets. Welcome to the world of Clive Roach, Social Media Strategist at Philips Healthcare and keynote at our upcoming Forrester Interactive Marketing summit in London on May 23. Clive has managed through these complexities to create successful B2B influence marketing programs in customer communities like Philips NetForum and public communities like LinkedIn. I recently caught up with Clive to learn more about how he did it. I hope to see you in London where Clive will share the full story!
CO: What’s unique about nurturing influencers in a B2B environment?
CR: Building relationships is the key aspect of nurturing influencers in a B2B environment. In many B2B industries the sales cycle can be quite long, and much longer than in B2C situations. It is important to work towards long lasting relationships, where you can learn about the needs and interests of the influencers that you have identified and that you supply them with information and continue to have dialogue that is useful to them. In that way both parties have a win-win outcome. It is also possible to find out the channels within which they are most effective.
CO: You gained the buy-in of Philips board on your social media strategy proposal. What tips would you give to others to gain the support of the C-suite?
In 2007, Forrester published our first report on engagement. We defined it as "the level of involvement, interaction, intimacy, and influence that an individual has with a brand over time." Fast forward five years: marketers still prioritize engagement in both principle and practice. Why? Two reasons, really. First, it's the right aspiration. When a brand gets it right and earns a place in the ongoing dialogue, its customers become its fiercest advocates and a kind of outsourced marketing department. Second, it's hard to do. Today, we're talking about ongoing interactions that somehow manage to stay authentic and personal despite the explosion of devices and customer touchpoints. So, as marketers, I believe that we prioritize engagement because we enjoy the challenge (Solving it makes victory all the sweeter!).
On May 23 in London, I'm hosting our inaugural Interactive Marketing Summit on the topic of Mastering Digital Engagement. Our external keynotes include Debbie Weinstein, Senior Director of Global Media Innovation at Unilever; Clive Roach, Social Media Strategist at Philips Healthcare; and Jermaine Dupri, Grammy-award winning producer, CEO of So So Def Recordings, hip-hop artist, and songwriter. I'm a bit in awe of their fabulousness. You can expect our keynotes to address key points such as:
Engaging citizens in government isn’t a new concept. Referenda, ballot initiatives, and recall of elected leaders are common in the US and other democracies. Even the EU has recently sought to involve citizens through its European Citizens’ Initiative. This new program, however, has started in an era where new modes of constituent engagement are easier and cheaper. Obtaining the signatures required to place an initiative on a ballot or bring an issue to government leaders’ attention no longer requires endless hours in front of a shopping mall. New social media tools like Facebook, Twitter, or even more local sites like Everyblock in the US or Iniative.eu in Europe make it easier to reach out to citizens and for citizens to reach out to their governments.
And, the pattern extends across types of government and geographies. Political activists in Nigeria are using social media to drive election reforms. Political unrest and even revolution throughout the Middle East garner support via social media sites. Recently, citizens in China used social media to block destruction of trees in Nanjing.
New tools specifically tailored to citizen engagement — such as citizen reporting platforms, open data infrastructure, and competition platforms — even further transform governance. These tools provide citizens with not only a voice but also a role in the governance process.
We listened to marketers of the world’s biggest brands when they asked, “What’s the impact of Facebook on my brand?” and we decided to take a look for ourselves. We proudly present our latest research, “The Facebook Factor.” In the report, we answer the pressing question, “How much more likely are Facebook fans to purchase, consider, and recommend brands, compared with non-fans?” We used logistic regression modeling to find out. The impact? We call it the “Facebook factor,” and I urge you to read the report to find out how you can leverage our methodology to assess the Facebook factor for your brand.
In the report, we use four major brands as case studies to assess the Facebook factor for Coca-Cola, Walmart, Best Buy, and BlackBerry(Research In Motion [RIM]). Guess what? Facebook fans are much more likely to purchase, consider, and recommend the brands that they engage with on Facebook than non-fans. As the graphic below shows, Facebook fans of Best Buy are about twice as likely to purchase from and recommend Best Buy as non-fans.
I've been hopscotching Europe this week, seeing clients and colleagues in London and Istanbul — but my thoughts have been in Los Angeles, where in a couple of weeks I'll be giving a speech called "Taking Social Media From Cool To Critical" at the 2012 Forrester Marketing Leadership Forum.
I chose that topic because it’s a concern I hear almost every day — and sure enough, I heard it from several clients on my travels this week. "We’ve put time and resources into social media marketing, because it seemed like we had to, but . . . it’s just not having much of a business impact." By comparison, four or five years into the era of search marketing, most companies were making a killing from their SEM programs. The same goes for email marketing. But here we are four or five years into the era of social media marketing — and for many companies, social media is still a curiosity, a sideshow that attracts lots of interest but adds little value. It's still cool, but at most firms, it's just not a critical part of the marketing plan.
I think the main reason marketers still struggle to make social pay is simple: They overestimate social media as a marketing tool. Let me be clear: I'm not bashing social's value for marketing; social media can have an enormous impact on the success of your marketing programs, as we’ve seen time and time again. The point I'm making is that it can’t create that success all on its own. You need to use it as merely one tool in your marketing tool kit.
I (Lori Wizdo) have just put the finishing touches on the content for tomorrow's (Wednesday, March 28 at 10am PT/1pm ET) interactive webinar, Socialize Your Lead To Revenue Process. B2B marketers (even tech marketers) are not sure their buyers are really engaged in social media for business purpose. We'll see Forrester research that proves they are. We'll discuss how social marketing can address the issues I am hearing, over and over again, in client inquiries:
"How can we increase inbound?".... "How can we increase conversions?" ... "How can we shorten nurturing cycles?" And, most importantly, "Is social worth it?"
Despite the doubts and uncertainties, tech marketers plan to increase spending on social media for L2RM in 2012: 43% plan to increase social media spend for lead origination; 41% for lead nurturing. Tomorrow's webinar hopes to give some very pragmatic advice to help you jumpstart or scale-up your social marketing program.
In 2009, we started the Latin American Technographics® product to understand how emerging Latin American markets like Brazil and Mexico are adopting and using technology. During this time, we have seen some very cool findings with respect to social media and social tools. We found that: