tag:www.econsultancy.com,2008:/topics/social-2 Latest Social content from Econsultancy 2017-08-10T09:44:00+01:00 tag:www.econsultancy.com,2008:BlogPost/69320 2017-08-10T09:44:00+01:00 2017-08-10T09:44:00+01:00 Six superb social media marketing campaigns from the past 12 months Nikki Gilliland <h3>Worldwide Breast Cancer - #KnowYourLemons</h3> <p>Viral videos and images are ten a penny, but while they’re largely funny or entertaining, it’s not often that they’re educational. At the beginning of this year, an image of lemons started to gain traction on social media, which turned out to be part of Worldwide Breast Cancer’s #knowyourlemons campaign.</p> <p>Designed by the founder of the charity, Corrine Beaumont, the image serves as a visual metaphor for signs of breast cancer. Each lemon shows a symptom such as dimpling of the skin or indentation – alerting people to the lesser-known signs of the disease. </p> <p><iframe src="https://www.facebook.com/plugins/post.php?href=https%3A%2F%2Fwww.facebook.com%2Fworldwidebreastcancer%2Fposts%2F1489882171043949&amp;width=500" width="500" height="570"></iframe></p> <h4>Why did it work?</h4> <p>Where <a href="https://econsultancy.com/blog/69132-how-cancer-research-is-using-smart-technology-to-drive-fundraising" target="_blank">other cancer campaigns</a> might drive fundraising or raise awareness about the topic, #knowyourlemons informed people about exactly what to look for.</p> <p>By taking a common, everyday item such as a lemon and using it to convey a serious message, the campaign cleverly captured the attention of the public with just a single image. </p> <p>The campaign was deliberately designed to break down taboos, taking away possible embarrassment or fear about the topic, and targeting women who might otherwise avoid graphic imagery or feel uncomfortable talking about their breasts. </p> <p><iframe src="https://www.facebook.com/plugins/post.php?href=https%3A%2F%2Fwww.facebook.com%2Fworldwidebreastcancer%2Fposts%2F1536554793043353%3A0&amp;width=500" width="500" height="466"></iframe></p> <h4>The results</h4> <p>While the image was already generating interest, it went viral after cancer survivor Erin Smith Chieze shared it alongside a message detailing her own experience. From there, it has gone on to be shared more than 45,000 times, with 166m people seeing the image in the space of just three weeks.</p> <p>Now, the campaign is being used by over 1,000 global education partners, in over 70 countries and in 17 different languages.</p> <h3>Salt Bae</h3> <p>Social media marketing doesn’t always come from established organisations or big brands. Occasionally, it can originate from the unlikeliest of places. </p> <p>Take ‘Salt Bae’ for example, or Nusret Gökçe – the co-owner of restaurant chain Nusr-et Steakhouse in Turkey. Earlier this year, he posted a quick Instagram video showing off his knife skills and flamboyant seasoning style, leading to the video going viral and being turned into one of the most popular memes of the year.</p> <p><iframe src="https://www.youtube.com/embed/J5GGG0PaSe4?wmode=transparent" width="854" height="480"></iframe></p> <h4>Why did it work?</h4> <p>There’s nothing particularly strategic about this example, however, that’s exactly what has contributed to its success. With zero budget and a complete lack of planning, Nusret is the antithesis of a large-scale social media campaign – showing that anyone can harness the instantaneous power of platforms like Instagram.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">When you double tap someone's pic then realize they never like any of your stuff <a href="https://t.co/A5HXrNvBWc">pic.twitter.com/A5HXrNvBWc</a></p> — #SaltBae Memes (@SaltBaeMemes) <a href="https://twitter.com/SaltBaeMemes/status/836607984830672900">February 28, 2017</a> </blockquote> <h4>The results</h4> <p>In just 48 hours, the original ‘salt bae’ video generated 2.4m views and 8,700 comments. Since, it has gone on to exceed 15m, with the chef now reaching 8.6m followers on his Instagram channel.</p> <p>The campaign has generated so much interest that it has also allowed Nusret to expand his restaurant business, with the chef announcing plans to launch restaurants in both the US and UK.</p> <h3>Fantastic Beasts and Where to Find Them</h3> <p>Movie marketing is no longer just about trailers or celebrity appearances. Since Deadpool’s highly successful guerrilla campaign, movie studios are ramping up online activity to increase excitement in the run up to release.</p> <p>Last year, Warner Brothers partnered with a number of social media platforms as part of its multichannel campaign for Fantastic Beasts – the much-anticipated Harry Potter spin-off. It used <a href="https://econsultancy.com/blog/67808-10-pioneering-examples-of-brands-using-facebook-live/" target="_blank">Facebook Live</a> to stream Q&amp;As with the cast, and launched special emojis on Twitter. However, the most interesting parts of the campaign involved work with Amazon and Google.</p> <p><img src="https://assets.econsultancy.com/images/0008/8163/Amazon_HP.JPG" alt="" width="560" height="366"></p> <p>Tapping into the Harry Potter fandom, Amazon created a special hack that allowed visitors to ‘cast spells’ from the series when typing in words like ‘lumos’ or ‘incendio’ into the search bar. Elsewhere, Google launched a special VR experience for its Daydream headset, allowing users to experience what it is like to be inside Newt Scamander’s study. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">I played the Fantastic Beasts VR game on the Google Pixel and it was SO fun and I am low key a wizard.</p> — Lauren Zimmer (@laurenthenerd) <a href="https://twitter.com/laurenthenerd/status/830496809315217408">February 11, 2017</a> </blockquote> <h4>Why did it work?</h4> <p>Warner Brothers <a href="https://www.econsultancy.com/blog/69285-five-great-examples-of-integrated-brand-partnerships-online">used content partnerships</a> to reach a wider audience, helping to build momentum and excitement online. Instead of focusing on just one medium – such as live video – its use of VR, custom emojis and creative animation meant that social media users were able to discover content depending on their platform of choice.</p> <h4>The results</h4> <p>With over 3m fans on its Facebook page, Fantastic Beasts certainly amassed a large social following. Brandwatch found that Fantastic Beasts generated over 70,000 social mentions on the day of its UK release.</p> <p>Of course, the real proof of success for Warner Brothers is in terms of tickets sold. And despite lower than expected numbers in both the UK and US, the movie has now earned $800m worldwide, leading to the franchise expanding from three to a total of five films.</p> <h3>Airbnb – We Are Here</h3> <p>With its ‘Live there’ campaign, <a href="https://econsultancy.com/blog/68225-10-examples-of-great-airbnb-marketing-creative" target="_blank">Airbnb</a> already established itself as a brand that offers more than just accommodation. Last November, it also integrated trips and experiences into its app – marking the launch with a one-off Facebook Live event called ‘We Are Here’.</p> <p>Over the course of 24 hours, Airbnb used the platform to live-stream unique experiences around the world, including surfing in LA and street dancing in Seoul. Each video was filmed from a first-person point of view to enable the viewer to feel like they were actually there, while allowing them to interact and engage via the comments in real time. </p> <p><iframe src="https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Fairbnb%2Fvideos%2F10154738417987458%2F&amp;show_text=0&amp;width=560" width="560" height="315"></iframe></p> <h4>Why did it work?</h4> <p>By using Facebook Live, Airbnb managed to create an experiential campaign that brought together millions of people from around the world at one time. It also allowed viewers to have a direct impact on the experience, with comments and user-interaction steering content. </p> <p>While other video platforms like YouTube and Periscope also allow live streaming, Facebook’s massive reach and targeting features means that it is one of the most effective channels – allowing Airbnb to tap into a highly engaged audience. </p> <p><img src="https://assets.econsultancy.com/images/0008/8164/Airbnb.JPG" alt="" width="750" height="340"></p> <h4>The results</h4> <p>Six million people participated in Airbnb’s We Are Here campaign in just 24 hours. As well as high level of interaction on the day itself, the campaign also generated a 22-point lift in ad recall and a seven-point lift in brand favourability. </p> <h3>Nintendo Switch</h3> <p><a href="https://econsultancy.com/blog/68060-what-brands-can-learn-from-nintendo-s-digital-transformation-and-pokemon-go/" target="_blank">Nintendo</a> released a three-minute trailer for its new Switch console last October – kicking off a marketing campaign that largely concentrated on digital and social activity. </p> <p>In order to make Nintendo relevant again (post-Wii), the brand executed a guerrilla strategy in the run up to release. First came the trailer, which resulted in over 10m views in the US within the first 48 hours, as well as 75,000 likes and just under 65,000 retweets in the same period.  </p> <p>Following on from that, Nintendo President Reggie Fils-Aimé unveiled the console on Tonight with Jimmy Fallon – a show that already gets huge amounts of views and shares via its YouTube channel.</p> <p>Marketing activity for the Switch continued with celebrity endorsement from wrestling star John Cena, and a much-anticipated Super Bowl commercial in February.</p> <p><iframe src="https://www.youtube.com/embed/f5uik5fgIaI?wmode=transparent" width="854" height="480"></iframe></p> <h4>Why did it work?  </h4> <p>From October to March, Nintendo created a trickle effect, carefully ramping up excitement with the release of each ad or online video. Unlike its former campaign for the Wii, which was marred by confusion over the actual functionality and features of the console itself, Switch’s USP was clearly promoted.</p> <p>By capitalising on the shareable nature of online video content, as well as the influence of personalities like Jimmy Fallon and John Cena, Nintendo ensured its message reached a large audience.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Starting my day with <a href="https://twitter.com/NintendoAmerica">@NintendoAmerica</a> and the new <a href="https://twitter.com/hashtag/NintendoSwitch?src=hash">#NintendoSwitch</a>. Who's ready for some <a href="https://twitter.com/hashtag/Zelda?src=hash">#Zelda</a>: Breath of the Wild? <a href="https://twitter.com/hashtag/ad?src=hash">#ad</a> <a href="https://t.co/UO8piJ2Atf">pic.twitter.com/UO8piJ2Atf</a></p> — John Cena (@JohnCena) <a href="https://twitter.com/JohnCena/status/834855042037473280">February 23, 2017</a> </blockquote> <h4>The results</h4> <p>Nintendo recently announced that it had sold 4.7m Switch consoles by the end of June. The company also earned a reported $1.37bn in revenue, an increase of 149% over the same quarter last year. </p> <p>With $190m profit, which was primarily down to the Switch, it's likely that the social campaign has contributed to success.</p> <p><em><strong>Come to the <a href="https://goo.gl/nJMlTI">Festival of Marketing</a> in London on October 5/6 to hear from social media experts from brands including Diageo, JustEat and Thomson Reuters.</strong></em></p> tag:www.econsultancy.com,2008:BlogPost/69315 2017-08-07T12:15:00+01:00 2017-08-07T12:15:00+01:00 Love Island 2017: Is this the future of influencer marketing? Dave Trolle <p>This year, ITV2’s Love Island took to our screens for the third year running. Those that know their reality TV (and admittedly there’s a few in the Summit office) will be aware that Celebrity Love Island started way back in 2005. Although the show only ran for two seasons, it came back with a bang in 2015 with a non-celebrity line up and Caroline Flack at the helm as host.</p> <p><img src="https://assets.econsultancy.com/images/0008/8152/love_island.jpg" alt="" width="650" height="119"></p> <p>For those who haven’t seen the show, the premise involves single contestants entering a villa with the aim of coupling up. To get their hands on the £50,000 prize money, they must then convince the public that their love is true.</p> <p>As the last three series have evolved, so has the programme’s popularity. A record 2.4m viewers tuned in for the finale on Monday night; up 1.3m from last year’s figures. But what is it that has increased the interest of the show’s audience and for many, made the show 100% their type on paper?</p> <p><img src="https://assets.econsultancy.com/images/0008/8146/google_trends_love_island.png" alt="" width="650" height="243"></p> <p><em>Google searches for ‘Love Island’ over the last three years. Source: Google Trends </em></p> <h3> <strong>Shareable content</strong> </h3> <p>In a world where we are bombarded by content from the moment we wake up until we put our head on the pillow at night, content really is everywhere we look. Whether it's reading an article shared by a friend on Facebook, watching a recipe on YouTube or downloading your favourite podcast, <a href="https://econsultancy.com/training/courses/topics/content-marketing-and-strategy">content marketing</a> has the power to resonate with an audience on every level. </p> <p>Content that is tailored to an audience’s interests does not always need to lead with a promotional motive, but should cater to what the audience is looking for, even if they don’t know what they are looking for at that moment in time. </p> <p><img src="https://assets.econsultancy.com/images/0008/7937/Love_island_image_Blazin_1.jpg" alt="" width="300"> <img src="https://assets.econsultancy.com/images/0008/7938/Love_island_image_Blazin_2.jpg" alt="" width="250"> </p> <p><em>@LoveIslandNot Twitter Account &amp; Love Island App</em></p> <p>Over the last few months, Love Island has spawned a huge amount of <a href="https://econsultancy.com/blog/67547-10-excellent-examples-of-user-generated-content-in-marketing-campaigns">user-generated content</a> in the form of memes. These images or videos with humorous accompanying text made fun of the quotes or scenarios that played out in the popular show.</p> <p>Many memes have gone on to be made into products, helping ITV make additional profit and further the programme’s messaging by providing consumers the opportunity to buy products in the Love Island app. </p> <p> <img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0008/7939/Love_island_app_1.png.jpg" alt="" width="250"><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0008/7940/Love_island_app_2.jpg" alt="" width="250"></p> <p><em>Love Island App</em></p> <p>Over the last few years, memes have become a significant part of how content is shared online. In many instances, memes create an inclusive group for consumers. This can be attributed to an increase in viewing figures as audiences become inquisitive and look to join up dots from the content they see online with offline media such as television. After all, no one who scrolls through their Instagram or Twitter feed wants to feel like they are missing out on the joke.</p> <p>TV content has been shown to prompt an increase in related online searches, and the tendency of audiences to browse on their phones and tablets while simultaneously watching television creates an opportunity for online advertisers to capitalise. Increasing online activity during opportune moments is likely to yield an increase in revenue.</p> <p>The benefit of this type of user-generated content is that it puts the consumer first. They are in the driving seat and producing the content being shared. When attributing this type of content to the <a href="http://contentmarketinginstitute.com/2013/10/kraft-content-marketing/" target="_blank">KRAFT model</a>, its perishable and executional nature mean it reaches its desired audience in a real-time and opportunistic way, having a great impact at the time of distribution.</p> <p>This type of content gets shared all around the country in a matter of minutes, all the while further building the Love Island brand.  </p> <p><img src="https://assets.econsultancy.com/images/0008/8147/Julie_Fleischer_s_KRAFT_Model.jpg" alt="" width="650" height="373"> </p> <p><em>Julie Fleischer’s KRAFT Model</em></p> <h3><strong>Understanding your audience</strong></h3> <p>Over 7.2m #LoveIsland tweets were created during the seven weeks over which the show aired this summer. With A-lister fans including Stormzy and Liam Gallagher (who even admitted to missing the first night of Glastonbury to tune into his favourite show), the show has gone from strength to strength in pulling in a large and varied audience. </p> <p>With ratings plummeting for shows such as X-Factor and Britain’s Got Talent, audiences are looking for new forms of reality TV to quench their thirst. With less of a focus on staged scenes (although we’re not naïve enough to believe Love Island is a documentary) the programme incorporates modern forms of media to entertain and create a sense of relatability.</p> <p>Mobile phones are used by contestants on each show (“I’ve got a text!”) and audience participation - such as creating tweets - is featured in challenges, which adds a further sense of inclusion.  </p> <h3><strong>Influencer marketing</strong></h3> <p>In a saturated market where brands continually struggle against competitors in order to be seen by their audiences, influencer marketing can be the golden bullet in a brand’s strategy.</p> <p>Influencers, for those who do not know, are individuals who have a large social following on a particular platform. By working with influencers, brands are able to target specific groups and individuals rather than a market as a whole.</p> <p>Marketing to your audience has increasingly become about specificity and identity. If consumers can identify with products based on their own interests, such as reality TV, they are more likely to feel inclined to buy. Products that are ‘on trend’, such as slogan t-shirts or water bottles, allow the consumer to say ‘I’m part of this group and I know what’s popular!’</p> <p>But what influencer marketing does, which in itself is unique, is it allows the audience to identify with that person. <a href="https://www.tapinfluence.com/influencer-marketing-statistics/" target="_blank">49% of people say they rely on recommendations from influencers when making purchase decisions</a>, highlighting the opportunity for brands to further their reach.</p> <p>With the sponsorship deals rolling in for this year’s contestants now they’ve left the island, it is no wonder that brands are making the most of their new-found fame. With viewing figures as impressive as they were for the programme, <a href="http://www.bbc.co.uk/news/entertainment-arts-40204228" target="_blank">a mainly female (67.4%) audience with many falling into the under 35s (63.6%)</a> category, it is a perfect opportunity for brands to reach their target audience by aligning with social platforms such as Instagram, which mirror the audience demographic.</p> <p>Although these numbers are important, it's key to understand that an influencer’s content must work in line with a brand’s overall messaging in order to be authentic and encourage a desired action (e.g. sales).</p> <p><img style="vertical-align: middle;" src="https://assets.econsultancy.com/images/0008/7943/Instagram_demographics.jpg" alt="" width="657" height="650"></p> <p><em style="text-align: center;"><a href="https://napoleoncat.com/blog/en/instagram-user-demographics-in-united-kingdom-march-2017/">Instagram Demographics – Napoleon Cat March 2017</a></em></p> <h3>Instagram Demographics – Napoleon Cat March 2017</h3> <p>Digital marketing expert <a href="https://considerableinfluence.com/blog/really-influences-customers/" target="_blank">Jay Baer</a> says ‘true influence drives action, not just awareness.’ While social media influencers may have thousands or millions of followers, if they are not the right fit for your audience it will not drive customers towards your brand, but rather in the other direction.</p> <p>Influencer marketing used as part of a wider digital marketing mix can have a dramatic impact on a brand’s overall objectives. Ultimately, consumers have the option to tune in or tune out of what is put in front of them, making it crucial the right voice is chosen for your audience.</p> <p>It is worth noting it is not always those who shout the loudest, but who have the most engaged audience, who reap the rewards. The <a href="https://www.econsultancy.com/blog/69161-micro-influencers-how-to-find-the-right-fit-for-your-brand">rise of the micro-influencer</a> has been a key discussion topic of 2017, and this shows no sign of slowing down. Working with influencers who charge less and yet are just as effective is a way for brands to generate a high return for a minimum investment.</p> <p>The future of influencer marketing ultimately comes down to brands remaining authentic with who they choose to represent their brand and building influencer relationships that will last longer than just a social post. </p> <p><em>For more on this topic, download these Econsultancy reports:</em></p> <ul> <li><a href="https://econsultancy.com/reports/measuring-roi-on-influencer-marketing"><em>Measuring ROI on Influencer Marketing</em></a></li> <li><a href="https://econsultancy.com/reports/the-rise-of-influencers/"><em>The Rise of Influencers</em></a></li> <li><a href="https://econsultancy.com/reports/the-voice-of-the-influencer"><em>The Voice of the Influencer</em></a></li> </ul> tag:www.econsultancy.com,2008:RoundtableEvent/890 2017-07-25T16:48:41+01:00 2017-07-25T16:48:41+01:00 Paid Social <p>This roundtable discussion will give attendees the chance to share their key challenges, headaches, and success stories around paid social. It provides an opportunity to learn from industry peers, with the aim of providing inspiration for your own paid social efforts.</p> <p>Social advertising is rapidly evolving, with new ad products constantly emerging as social networks seek to gain the upper hand on their competition. And with Facebook alone raking in almost $8bn in ad revenue in Q1, social media is obviously a very important channel for digital marketers.</p> <p>If you’re trying to optimise your social ad performance, improve your paid social strategy or maximise ROI, then this roundtable is for you. Attendees will have the opportunity to seek advice from their peers on anything related to paid social, which could include:</p> <p>- setting up a social strategy: what are the fundamentals?</p> <p>- KPIs: how to measure success.</p> <p>- getting creative: how to source the best imagery for your social ads.</p> tag:www.econsultancy.com,2008:BlogPost/69153 2017-06-15T13:00:00+01:00 2017-06-15T13:00:00+01:00 How big brands coped with social media crises Nikki Gilliland <p>Social media crises can occur for a variety of reasons, ranging from accidental Tweets to massively misjudged marketing campaigns. And as we all know, they can spiral out of control incredibly fast. As a result, it’s important for brands to create a plan of action, including guidelines on how to act and respond both publically and internally. </p> <p>You can use Econsultancy’s new <a href="http://hello.econsultancy.com/socialmediacrisis/" target="_blank">Social Simulator tool</a> to test your own crisis plan. Meanwhile, here’s a bit of analysis on how some of the biggest brands in the world have reacted in the face of a social media storm, and why their strategies did or did not work.</p> <h3>British Airways</h3> <p>Brands often use social media to update or apologise to customers about a problematic service. This also means brands open themselves up to a surge of criticism – with users taking the opportunity to reply saying exactly what they think. </p> <p>British Airways recently took this approach in response to an IT failure that grounded hundreds of passengers in Heathrow and Gatwick, tweeting a video of chief executive Alex Cruz saying sorry.</p> <blockquote class="twitter-tweet"> <p lang="und" dir="ltr"><a href="https://t.co/E7B5im0C09">pic.twitter.com/E7B5im0C09</a></p> — British Airways (@British_Airways) <a href="https://twitter.com/British_Airways/status/868520211976212480">May 27, 2017</a> </blockquote> <p>Instead of curbing further reaction, the tweet generated a fresh wave of anger from disgruntled passengers, mostly complaining that they had been told very little otherwise. In turn, this made British Airways’ apology appear cursory – as if a single tweet would make up for the hours customers spent waiting for help and information. Combined with unanswered questions about the cause of the IT failure (and the suggestion that it was human error) – BA has been the subject of huge criticism on social and in mainstream media coverage.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Speaking as someone who was at Heathrow all morning, people aren't annoyed at the IT failure. They're annoyed about being kept in the dark.</p> — Jamie McConnell (@jsm) <a href="https://twitter.com/jsm/status/868531294967398400">May 27, 2017</a> </blockquote> <p>The question now is whether the current feeling will impact the airline’s reputation in the long-term. But could BA have prevented such a profoundly negative response? It seems unlikely considering the sheer scale of the inconvenience and annoyance caused by the problem, however the brand’s late and lacklustre response on social media has done nothing to help. </p> <p>Instead of using the medium in the moment of crisis - to respond and stay on top of customer queries - BA has largely been using it apologise way after the issue has occurred. Certainly not the best way to use social media for customer service, at <em>any</em> given time, let alone in the face of a huge crisis.</p> <p>Better or indeed heavier resource planning would have allowed British Airways to respond to user queries in the moment of customer need - even if there was no real update at that time. After all, it is better to respond to a question in any way possible rather than leave people hanging, with the latter only resulting in further criticism.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">We're sorry you've been without your bag, Nelson. We hope you've now been reunited. ^Alex</p> — British Airways (@British_Airways) <a href="https://twitter.com/British_Airways/status/870512210304303106">June 2, 2017</a> </blockquote> <h3>KLM</h3> <p>This example is quite a few years old now, but KLM’s response to the 2010 ash cloud is a nice counterpoint to BA, demonstrating the benefits of embracing social media for customer support.</p> <p>When the ash cloud hit, KLM’s social media team and wider strategy was limited, however, it soon realised that its Twitter and Facebook channels would be the best way to stem the onslaught of queries coming in to phone lines and ticket desks.</p> <p>Instead of making do, KLM also decided to pour as many resources into social as possible, deploying volunteers and people from various other departments to respond to stranded passengers online.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">If you're not able to contact us by phone for rebooking, please send us a request via twitter. We will then ask for details via DM.</p> — Royal Dutch Airlines (@KLM) <a href="https://twitter.com/KLM/status/12590724833">April 21, 2010</a> </blockquote> <p>When you compare KLM's tone of response to BA, it is far more directional and self-assured (arguably easier when the crisis is not self-inflicted). It's also interesting to note that it did not merely say sorry for its busy phone lines - instead giving users a simple and guaranteed alternative rather than a shallow apology.</p> <p>In the five years since, KLM has <a href="https://econsultancy.com/blog/65752-klm-we-make-25m-per-year-from-social-media/" target="_blank">continued to develop</a> its reputation for good social strategy. As well as focusing on fast response times, KLM strives to intercept user complaints to identify and solve problems as quickly as possible. With 42% of customers said to expect a reponse to a social media enquiry within 60 minutes - KLM's dedication to this has undoubtedly contributed to positive brand sentiment.</p> <h3>Walkers Crisps</h3> <p>Walkers Crisps was the culprit of a recent social media blunder, with a crisis arising from a seemingly innocent online competition for Champions League tickets. </p> <p>Run by Pepsico, owners of the Walkers brand, the competition involved people tweeting in selfies that would be featured alongside Gary Lineker in an automated video.</p> <p>Soon enough, users realised that the video generator was not being monitored by a real person, and would therefore accept any photo that was recognised as a human face. This led to a number of people sending in photos of notorious criminals like Jimmy Saville and Harold Shipman. </p> <p>Walkers promptly shut down the competition and responded with a single tweet. Not before the gaff went massively viral, of course.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">We recognise people were offended by irresponsible &amp; offensive posts &amp; we apologise. We are equally upset &amp; have shut the activity down.</p> — Walkers Crisps (@walkers_crisps) <a href="https://twitter.com/walkers_crisps/status/867794946954149888">May 25, 2017</a> </blockquote> <p>But did it take the best course of action - and has it damaged the brand? </p> <p>It’s hard to feel too much outrage at this example, especially considering the crisis arose out of the mischievous behaviour of Twitter users – not a deliberate move on Walkers’ part. Most of the reaction on Twitter has also been sheer disbelief at how the brand failed to see such an obvious flaw in its campaign, rather than offence at the tweets themselves.</p> <p>Walker’s obviously wanted to brush it under the carpet as quickly as possible (out of sheer embarrassment more than anything else), hence the short and swift apology. Sometimes, this is enough to bury a crisis, resulting in nothing more than a place in the list of some of the biggest Twitter backfires of all time.</p> <p>In order to prevent the situation, Walkers should have been much more thorough in its planning of the campaign, recognising the potential pitfalls of automation. While this example is far less extreme than other instances where the computer takes control - such as Microsoft's chatbot, Tay, which learnt racist and sexist terms from users - it still demonstrates the danger of automated social campaigns, and what happens when there is no real-time monitoring sytem in place.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Walkers: Let's run a promotion where people can send in selfies to win match tickets.</p> <p>Brilliant! How can it fail? <a href="https://twitter.com/hashtag/WalkersWave?src=hash">#WalkersWave</a> <a href="https://t.co/7bQlj1zIWC">pic.twitter.com/7bQlj1zIWC</a></p> — Ben (@Jamin2g) <a href="https://twitter.com/Jamin2g/status/867774880594489344">May 25, 2017</a> </blockquote> <h3>Taco Bell</h3> <p>Sometimes, a crisis can occur out of nowhere. In the case of Taco Bell, it happened due to accusations of wrong-doing from just one individual.</p> <p>The fast food chain was sued in 2011 for allegedly using just 35% beef in its meat, with the claim suggesting that the remaining 65% contained water, wheat oats, maltodrextrin, and other ‘fake’ ingredients. This then led to the story being widely shared and talked about on social.</p> <p>Despite a number of media outlets also covering the story, Taco Bell did not merely rush to publish a statement counteracting the claim. Of course, it denied it. But then it also launched an entire advertising campaign based around it, posting videos on Facebook and YouTube of President Greg Creed talking about the correct ingredients of its products.</p> <p>It also created print ads to educate consumers about Taco Bell recipes, even going so far as thanking the person who sued the company for giving it the opportunity to do so.</p> <p><img src="https://assets.econsultancy.com/images/0008/6579/taco_bell.JPG" alt="" width="400" height="778"></p> <p>Though this example is more of a brand crisis than a social media one, it still demonstrates how social channels can be harnessed to turn around perceptions.</p> <p>By focusing efforts on marketing via channels like Facebook and Twitter, the brand effectively reached and engaged customers, resulting in a swell of comments in support of Taco Bell’s campaign. This shows that effective social media crisis management is not just about how to respond in the short-term, but finding ways to recover reputation long after the incident has occured.</p> <p><iframe src="https://www.youtube.com/embed/ah05FEWcJWM?wmode=transparent" width="854" height="480"></iframe></p> <h3>What can we learn?</h3> <p>With users increasingly looking to social media channels like Twitter for real-time updates and information, it’s not only a huge opportunity for brands to quash controversy before it catches on – but to impress consumers with <em>how</em> it does so. </p> <p>Regardless of the size of the crisis, it’s clear from the aforementioned examples that a swift, honest, and measured response to any issue on social media is always the best plan of action. Alongside this, it is important for brands to set up clear guidelines in relation to identifying and managing crises, determining who is responsible and for what, as well as how to manage approval processes and resourcing. </p> <p>As KLM and Taco Bell particularly show (and from which BA should take heed), it also a real understanding of the medium – and what users want from it – that can ultimately turn a crisis around. </p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68546-social-media-customer-service-six-important-talking-points/" target="_blank">Social media customer service: Six important talking points</a></em></li> <li><em><a href="https://econsultancy.com/blog/65478-how-20-top-uk-retailers-handle-social-customer-service/" target="_blank">How 20 top UK retailers handle social customer service</a></em></li> <li><a href="https://econsultancy.com/blog/69128-seven-steps-for-managing-social-media-for-live-events/" target="_blank"><em>Seven steps for managing social media for liv</em>e<em> events</em></a></li> </ul> tag:www.econsultancy.com,2008:Report/4489 2017-05-22T11:14:00+01:00 2017-05-22T11:14:00+01:00 Social Quarterly: Q2 2017 <p>The <strong>Social Quarterly</strong> is a series of presentations by Econsultancy, which curate the latest trends, developments and statistics in social media. The reports focus on distilling the most recent data and trends, aiming to provide a guide to what's happening now in social media and what you should be keeping an eye on.</p> <p>Social media evolves rapidly, and the <strong>Social Quarterly</strong> provides an overview of the latest trends in the industry. It contains information which can be translated into your own documents, allowing you to prepare a pitch or use internally at a moment's notice.</p> <p>The Social Quarterly examines the current social media landscape, trends and updates on various social platforms and considers what will happen next. Updated four times per year, it will help to quickly surface statistics and trends you can use and react to immediately.</p> <p><strong>This edition of Social Quarterly includes</strong> Facebook’s introduction of ‘Stories’, the introduction of ‘Cabana’ from Tumblr, additional AR filters on Instagram and new ‘Trending Stories’ from LinkedIn, amongst other innovations.</p> <p>Bringing to life data from the <a href="https://econsultancy.com/reports/social-media-statistics">Internet Statistics Compendium</a> and the <a href="https://econsultancy.com/blog/">Econsultancy blog</a>, the Social Quarterly is the best of social in an easy-to-digest format.</p> <p>The Social Quarterly will allow you to:</p> <ul> <li>Stay up to date with regular developments across multiple social media platforms.</li> <li>Present and pitch at short notice with clear and effective data.</li> <li>Pinpoint areas in which you want to find out more and use the linked Econsultancy resources and blog posts to do this.</li> <li>Spot potential ways your company could be using social media but is not currently.</li> </ul> tag:www.econsultancy.com,2008:BlogPost/69046 2017-05-08T01:00:00+01:00 2017-05-08T01:00:00+01:00 Has WeChat beaten Facebook to the enterprise? Jeff Rajeck <p>Facebook aims to change this with its new service, <a href="https://www.facebook.com/workplace">Workplace by Facebook</a>, which launched in October 2016. The new social network aims to provide companies with a way for its staff to collaborate and form tighter social ties with fellow employees. To see where this all might be headed, it's worthwhile to have a look at what is happening in China. The ultra-popular Chinese messaging platform, <strong>WeChat, has become as much of workplace tool as a social network to many in the country</strong>.</p> <p>One section of an <a href="https://www.chinatechinsights.com/report/21370582.html">April 2017 report</a> by the China Academy of Information and Communications Technology (CAICT) focused on how important WeChat has become in the enterprise and how Chinese office workers are using it.</p> <h3>The survey</h3> <p>For the report, CAICT surveyed more than 1,000 WeChat users and 9,000 business account managers using WeChat's integrated survey tool (<a href="http://re.qq.com/">Penguin Intelligence</a>) in March 2017.</p> <p>Here are a few of the findings which offer insights into the future of messaging and the workplace.</p> <h3>1) WeChat is massive in China</h3> <p>For those unfamiliar with the platform, simple usage stats will give you some idea of the scale of the platform. WeChat has 890m monthly active users as of Q4 2016, 28% more than it had Q4 2015. This means that <strong>WeChat will likely hit a billion monthly active users at some point this year.</strong></p> <p><img src="https://assets.econsultancy.com/images/0008/5799/1.png" alt="" width="800" height="234"></p> <p>While it's unknown how many of those users are outside of China (as there are only an estimated 731m Chinese internet users) it is likely that <strong>nearly everyone on the internet in China is on WeChat.</strong></p> <h3>2) New WeChat contacts are largely work-related</h3> <p>While the percentage of WeChat users with over 200 contacts (43%) has never been higher, interestingly <strong>it seems that people are adding fewer people every month.</strong></p> <p>Of those that are being added, though, <strong>more than half (57%) say that their new contacts are mostly work-related.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/5800/2.png" alt="" width="800" height="426"></strong></p> <p>For those at management level the percentage is even higher (74%) indicating that <strong>WeChat-at-work is a phenomenon that is affecting all levels of the enterprise.</strong></p> <h3>3) Almost all WeChat users use it for work</h3> <p>When asked about which work-related actions users had accomplished through WeChat, <strong>fewer than 20% of WeChat users said that they don't work on WeChat at all. </strong>Additionally, more than half (58%) said that they use the platform daily for work-related communications.</p> <p>This figure is backed up, anecdotally, by the FT which <a href="https://www.ft.com/content/a7f851a2-1118-11e6-91da-096d89bd2173">reported last year</a> that "at almost every Chinese workplace, WeChat has become the primary means of communication."</p> <h3>4) More people use WeChat for daily work than email, phones, or any other messaging service</h3> <p>Probably the most surprising finding is that <strong>WeChat is more commonly used as a 'major communication tool' than telephone, SMS, or email.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/5802/4.png" alt="" width="800" height="218"></strong></p> <p>Nearly 90% of respondents use WeChat for daily work, demonstrating that the platform has now reached a tipping point and will likely remain dominant.</p> <p>To capitalize on that trend, WeChat launched a 'Slack-like' <a href="https://medium.com/startup-life-in-china/enterprise-wechat-is-not-wechat-enterprise-right-83c18c55ef6a">Enterprise WeChat</a> recently, though there is some skepticism that the platform will be successful – or that it is even necessary.</p> <p>Marketers should still take note of the ubiquity of WeChat at work as reaching a desirable office worker consumer base requires having a presence on WeChat. For more on how to use WeChat for marketing, please refer to <a href="https://econsultancy.com/reports/the-china-digital-report">Econsultancy's China Digital Report</a>.</p> <h3>5) Enterprise users use WeChat to coordinate tasks and send out notifications</h3> <p>So how exactly do people work on WeChat? As nearly everyone is on the platform, <strong>WeChat is used largely to coordinate tasks and send out notifications</strong>, similar to how office workers worldwide use WhatsApp.</p> <p><strong><img src="https://assets.econsultancy.com/images/0008/5801/3.png" alt="" width="800" height="478"></strong></p> <p>Interestingly, though, a significant number also use WeChat for transactions (38%) and transferring files (33%) which indicate that <strong>the next stage for messaging apps is to become part of the daily workflow, in direct competition with email and websites.</strong></p> <h3>6) Business owners use WeChat for making transactions</h3> <p>For individual proprietors, conducting transactions on the platform has become even more important. <strong>Half of all small business owners surveyed use WeChat for commerce</strong>, more than even use it for coordination or notifications.</p> <p>This is one example of how WeChat differs from its Western counterparts. Facebook only launched payments via messenger in April 2016 and a payments feature was only added to chatbots in September. While Facebook is arguably launching into a larger base, it has a lot of catching up to do in this area.</p> <h3>7) Many join large groups for corporate internal communications</h3> <p>Another interesting new behaviour is that <strong>office workers join large (100+) chat groups in order to keep up on corporate internal communications.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/5803/5.png" alt="" width="800" height="216"></strong></p> <p>While in the West company announcements are made via email, in China it seems 40% of respondents report that <strong>companies and large teams use WeChat for large scale notifications.</strong></p> <p>Also interesting to note is that<strong> over one in three (34%) use WeChat as a way to network professionally,</strong> which may explain LinkedIn's struggle to match its success elsewhere.</p> <h3>8) Most Chinese office workers find WeChat 'helpful'</h3> <p>Finally, respondents were asked to comment on whether they found WeChat helpful for work. Interestingly, only around one in four (24%) indicated that it was a place to get 'high quality information' and only slightly more (35%) said that it was good way of managing office work from their mobile.</p> <p><strong>But more than four in five (81%) said that WeChat 'offers a useful communication tool' for work</strong>, meaning that nearly all of the 90% who use WeChat regularly for work find value in the platform.</p> <p><img src="https://assets.econsultancy.com/images/0008/5804/6.png" alt="" width="800" height="234"></p> <p>This is another indicator of the strength that WeChat has in Chinese companies and, perhaps, is the most telling sign that we should expect the same in the West in the future.</p> <h3>So...</h3> <p>While China lagged the West in online services for many years, it now appears that they are the leading in many areas. With nearly the whole country on a single platform with integrated payments, <strong>China is now pulling ahead by adopting new online behaviours that, until recently, were not even possible in the West.</strong></p> <p>This was initially apparent in how consumers were using the internet, but <strong>it is now true in the enterprise as well.</strong></p> <p>And though it's not likely that Western companies will follow China exactly, marketers should be aware that messaging apps have the potential to displace the communication mediums which may seem to be with us permanently – namely the telephone, email, and even the web.</p> <p>For those who conduct business in China or want to know more about the digital landscape there, we encourage you to download the <a href="https://www.chinatechinsights.com/report/21370582.html">original CAICT report </a>and <a href="https://econsultancy.com/reports/the-china-digital-report">Econsultancy's China Digital Report</a> as well.</p> tag:www.econsultancy.com,2008:BlogPost/69063 2017-05-05T13:07:06+01:00 2017-05-05T13:07:06+01:00 10 juicy digital marketing stats from this week Nikki Gilliland <h3>Ecommerce decision-makers bank on new tech</h3> <p>A new study from Salmon suggests ecommerce decision-makers are increasingly investing in new technology like IoT and virtual reality.</p> <p>Research found that 61% are currently investing in IoT (Internet of Things) enablement, while 69% plan to invest in robots and 60% in machine learning within the next five years.</p> <p>What’s more, 74% of decision-makers plan to switch ecommerce platforms in the next 12 to 18 months, with 92% of organisations recognising the need to better analyse data to improve the customer experience. </p> <h3>82% of UK consumers are unaware of the filter bubble</h3> <p>Research from the7stars has found that most consumers are unaware that their online experience is limited by social media and search preference algorithms. In fact, 82% have never heard of the term ‘filter bubble’. The study also found that consumers want more serendipitous content online from brands, with many stating positive emotions when asked how relevant but unexpected ads make them feel.</p> <p>In contrast, when asked what they associate with expected advertising based on recent searches or expressed interests, the majority of consumers chose negative words such as ‘targeted’, ‘intrusive’ and ‘annoying’.</p> <p><img src="https://assets.econsultancy.com/images/0008/5904/the7stars.jpg" alt="" width="780" height="463"></p> <h3>75% of consumers say Amazon would be their go-to physical store</h3> <p>According to new research from <a href="http://www.fujitsu.com/uk/solutions/industry/retail/forgotten-shop-floor/">Fujitsu</a>, four out of 10 consumers in the UK are disappointed by the state of in-store technology. 75% say they would choose Amazon or eBay over traditional names if these retailers had a physical presence on the high street. </p> <p>When it comes to the reasons for this disillusionment, 42% say it is because the technology is slow, while 37% say it is unreliable. Three quarters of consumers say they can access more information than retail employees as a result, with 73% saying they can get it quicker. This means that around 65% of employees are even using their own devices to try to bridge the gap.</p> <p><img src="https://assets.econsultancy.com/images/0008/5900/Fujitsu.jpg" alt="" width="464" height="336"></p> <h3>360-degree technology is fuelling investment in digital video </h3> <p>A new study by AOL suggests that new advances in technology are contributing to the rise of digital video. Research shows 55% of buyers and sellers in the UK believe immersive formats such as 360-video will provide one of the best revenue streams over the next 12 months. </p> <p>That being said, these formats are still in the early days of adoption. According to the study, 20% of consumers in the UK watch virtual reality video once a week or more, and 68% of Brits say they never watch VR at all.</p> <p>While immersive formats have yet to truly take off, live formats are becoming mainstream – 42% of consumers in the UK now watch live content once or more than once a week versus 55% globally. In truth even these numbers seem quite high.</p> <h3>Eight in 10 shoppers think music makes in-store shopping more enjoyable</h3> <p>A report by <a href="http://moodmedia.co.uk/shopping-with-emotion/">Mood Media</a> has highlighted the importance of improved customer experience in-store. In a survey of 2,000 consumers, 89% said they are likely to revisit a store if it has an enjoyable atmosphere. Eight in ten like background music while they shop in-store, with 75% saying waiting times are less dull if it is playing. </p> <p>When in a shop with enjoyable elements like music, visuals, or scent, the study also suggests that shoppers are more likely to stay longer, revisit, and recommend it to others – as well as choose the store over buying online.</p> <p><img src="https://assets.econsultancy.com/images/0008/5901/Music.jpg" alt="" width="750" height="365"></p> <h3>Ad campaigns using audience IDs predicted to triple by 2020</h3> <p>Audience IDs – which are the online identity profiles used to recognise and match users across different devices and channels – will be used in 58% of total UK online ad spend by 2020.</p> <p>This comes from a new report by Yahoo and Enders Analysis, which also suggests that audience ID ad spend will triple to €7.9bn by 2020, compared with €2.7bn in 2016.</p> <p>Predictions also suggest that growth in the volume of ad spend which uses audience IDs will slow when GDPR comes into effect in 2018. However, it will continue to grow as the industry responds and adapts to the new regulatory requirements.</p> <h3>UK grocery sector grows 3.7%</h3> <p>The <a href="https://www.kantarworldpanel.com/global/News/Britains-sweet-tooth-helps-grocery-sales-rise">latest figures</a> from Kantar Worldwide show that all 10 major UK retailers saw growth in the 12 weeks ending 23 April 2017, with the sector growing 3.7% as a whole. Britons spent an extra £1bn this year compared to last, with both Easter and inflation contributing to increased spend. A preference for premium confectionary lines was also a factor, with the average price paid for an Easter egg rising by 8.6% to £1.65.</p> <p>In terms of the big supermarkets, Sainsbury’s sales rose 1.7%, while Tesco's were up 1.9%. Meanwhile, Iceland, Aldi and Lidl saw greater success, with sales rising by 9.3%, 18.3% and 17.8% respectively.</p> <h3>Data privacy of retail apps is still a big concern for consumers </h3> <p>According to Apadmi’s latest <a href="https://www.apadmi.com/pdfs/retail-app-report-2017.pdf">retail report</a>, concerns over data privacy and security are still preventing consumers from downloading retail apps. </p> <p>In a survey of UK 2,000 shoppers, 74% said they were most concerned about the security of their information, while 34% said they don’t like the idea of retailers storing their information and not knowing what it would be used for. </p> <p>It’s not solely a generational worry, either. The report states that 36% of 45-54 year olds, 41% of 55-64 year olds and 44% of over 65s share the same concern.</p> <p><img src="https://assets.econsultancy.com/images/0008/5903/Apadmi.jpg" alt="" width="318" height="423"></p> <h3>89% of UK retailers have seen a drop in foot traffic over the last five years</h3> <p>Research by <a href="http://unbouncepages.com/retail-research-517/">LoopMe</a> suggests that the shift to online shopping has resulted in a loss of revenue for high street stores, with 93% of UK retailers agreeing this has been the case. </p> <p>In a survey of over 250 decision-makers within retail, 89% said they have seen a drop in foot traffic over the last five years, and 17% state they have lost between 31% and 50% of income from physical outlets.</p> <p>As a result, AI-powered campaigns could help to bring back footfall, with 74.5% of retailers suggesting the in-store experience is an ‘extremely important’ part of the purchase journey.</p> <h3>Young agency execs place less value on viewability metrics</h3> <p>New research from <a href="http://www.turn.com/resources/2017-agency-report-split-opinions-could-impact-videos-evolution">Turn</a> has highlighted how agency executives under 30 are turning their back on current viewability standards, with only 28% viewing it as a key requirement in ad buying.</p> <p>Younger execs are also less likely to see fraud as a major concern, as only a quarter of survey respondents aged under 30 believe fraud-free guarantees will drive future video spend. Meanwhile, almost 40% of brands still consider online conversions and clickthroughs to be the chief measures of video success. </p> <p><img src="https://assets.econsultancy.com/images/0008/5902/Viewability.jpg" alt="" width="659" height="412"></p> tag:www.econsultancy.com,2008:BlogPost/69008 2017-04-20T01:01:00+01:00 2017-04-20T01:01:00+01:00 Which channels do marketers really use? Jeff Rajeck <p>Part of what makes marketing interesting is that the discipline is constantly evolving. Hardly a week goes by without some major change to a consumer service or a new way to use a platform to engage with our audiences.</p> <p>Yet sometimes the pace of change can be overwhelming. It's often difficult to both keep up with the latest innovations and stay on top of daily marketing tasks.</p> <p>To find out just how necessary it is for marketers to be familiar with the latest platforms, <strong>we surveyed over 200 marketers in Australia and New Zealand about the channels they use for their marketing efforts</strong>. Below are some of the surprising findings along with some commentary.</p> <p>For more data from the survey please refer to the Econsultancy report, <a href="https://econsultancy.com/reports/cross-channel-marketing-in-australia-and-new-zealand">Cross-Channel Marketing in ANZ</a>, produced in association with IBM Marketing Cloud.</p> <h3>1. Conventional digital channels still rule</h3> <p>First off, the survey results make it clear that <strong>marketers are most frequently using familiar digital touchpoints for their marketing efforts</strong>. Social media, email, and SEO (natural search) are all used by more than eight in ten marketers (87%, 87%, 81% respectively).</p> <p><img src="https://assets.econsultancy.com/images/0008/5487/top__5_channels.png" alt="" width="800" height="514"></p> <p>One reason these channels are the most popular is because <strong>companies tend to use channels which are well-understood and easy to integrate into overall marketing activity.</strong></p> <p>The conventional channels are also where the brands' customers are spending their time.   </p> <ul> <li> <strong>Email</strong>: According to the <a href="http://www.radicati.com/wp/wp-content/uploads/2015/02/Email-Statistics-Report-2015-2019-Executive-Summary.pdf">Radicati group</a>, more than 2.5bn people use email every month.  </li> <li> <strong>Social</strong>: The largest global social network, Facebook, <a href="http://money.cnn.com/2017/02/01/technology/facebook-earnings/">is now approaching 2bn monthly active users (MAUs)</a>.</li> <li> <strong>Search</strong>: Google has announced that its search platform has <a href="http://www.theverge.com/2016/2/1/10889492/gmail-1-billion-google-alphabet">at least 1bn MAUs</a>.</li> </ul> <p>When the usage of these platforms is compared to, say, Snapchat, we can easily see why marketers are so much more likely to use them.</p> <p><img src="https://assets.econsultancy.com/images/0008/5486/1.png" alt="" width="800" height="371"></p> <h3>2. Offline touchpoints are still relied upon by many brands</h3> <p>A somewhat surprising result from the survey is that <strong>offline touchpoints are still a significant part of the marketing mix.</strong> While point-of-sale and call centres are only used by around one in three companies (34% and 31% respectively), traditional media and events are used by significantly more (47%, 71% respectively).</p> <p>The popularity of offline touchpoints makes a bit more sense when data from <a href="https://www.consumerbarometer.com">recent research from Google</a> is considered.</p> <p>Google recently surveyed consumers in Australia and New Zealand and reported that only <strong>just over half of consumers (58% Australia, 53% New Zealand) used an online channel to research or purchase a product.</strong></p> <p><img src="https://assets.econsultancy.com/images/0008/5489/google1.png" alt="" width="800" height="348"></p> <p>So to reach customers where they are likely to research their products and buy them, marketers must still operate offline to a significant extent.</p> <h3>3. Mobile is not as popular as you might think</h3> <p>Another interesting survey result is that mobile touchpoints are less popular in Australia and New Zealand than offline channels.</p> <p>Though the mobile web is used by nearly half (49%) of client-side respondents, mobile messaging, mobile apps, messaging apps and mobile push notifications are each only part of less than one in four companies' marketing efforts (23%, 22%, 10%, 7%, respectively).</p> <p>This apparent lack of enthusiasm for mobile is even more confusing considering the relatively high penetration of smartphones in the region. More than <a href="https://www.statista.com/statistics/257041/smartphone-user-penetration-in-australia/">80% in Australia</a> and <a href="http://www.researchnz.com/pdf/special%20reports/research%20new%20zealand%20special%20report%20-%20use%20of%20smartphones.pdf">70%  in New Zealand</a> use mobile devices with internet connectivity.</p> <p>But going back to Google's Consumer Barometer data offers a reasonable explanation. When asked where in the buying cycle did people use a smartphone, <strong>fewer than 50% use a smartphone for anything at all in the buying cycle and only around 10% use a smartphone for buying.</strong></p> <p><img src="https://assets.econsultancy.com/images/0008/5490/google2.png" alt="" width="800" height="185"></p> <p>So while there is a lot of advice out there about how brands should 'embrace' mobile and aim to be 'mobile-first', <strong>i</strong><strong>t seems that consumers are not quite there yet with mobile. </strong></p> <h3>4. Messaging apps hardly appear on brands' radars</h3> <p>From our data, it seems that the biggest chasm between conventional wisdom and reality concerns messaging apps. If you read the tech press, you'd be forgiven for thinking that messaging apps dominated our culture and each change to these apps affects millions of lives. Marketers, one might think, should be flocking to them in droves.</p> <p>While there is some chance that this is <a href="https://econsultancy.com/blog/68429-six-things-marketers-should-know-about-social-media-in-asia-pacific/">true in China</a>, <strong>marketers in Australia and New Zealand indicated that messaging apps are not popular channels for marketing in the region.</strong> A mere 10% of client-side marketers use messaging apps and only 15% of agency marketers said the same.</p> <p>From other data, it's clear that the problem with messaging apps isn't consumer interest. <a href="http://www.onmsg.com.au/">According to messaging app agency On Message</a>, Australia will have over 11m messaging app users in 2017 and messaging apps are the primary form of contact for more than half (54%) of 15-19 year olds in the country.</p> <p><img src="https://assets.econsultancy.com/images/0008/5491/On_Message.png" alt="" width="800" height="234"></p> <p>Instead, it is much more likely that <strong>messaging apps are still simply too difficult to use for marketing.</strong> Besides some basic self-service ads on Facebook Messenger, engaging with messaging users requires dedicated resource to build contact lists, 'man' the consumer outreach or customer service desk, and build bots to handle incoming traffic.</p> <p>This is not to say that marketing via messaging apps will never happen, but rather that it is likely that it will be some time before most brands have to worry about engaging their customers on these platforms.</p> tag:www.econsultancy.com,2008:BlogPost/68946 2017-03-29T13:56:43+01:00 2017-03-29T13:56:43+01:00 What the commodification of (Snapchat) Stories means for marketers Bola Awoniyi <p>Life can come at you fast though, especially when you're in the consumer tech space.</p> <p>In less than 12 months, the Stories format is now prevalent on the Instagram, Messenger, WhatsApp and Facebook apps, thus making the intentions of the largest aggregator of human attention abundantly obvious.</p> <p>However, Facebook is not the only entity to have taken inspiration. Medium’s version of the format, <a href="https://medium.com/the-mission/wtf-is-mediums-new-series-feature-and-what-does-it-mean-for-us-7a267fc5bebb">“Series”</a>, is less than a month old. <a href="http://www.apple.com/uk/clips/">Clips</a>, announced just last week, is Apple’s attempt to also get involved in the space.</p> <p>And although misguided, Twitter’s implementations of <a href="https://thenextweb.com/apps/2016/08/09/twitter-moments-stories/#.tnw_X98BwX7l">Moments</a> and <a href="https://www.recode.net/2016/6/27/12037034/twitter-stickers-feature-like-snapchat-facebook">Stickers</a> were both attempts at competing with the Stories phenomena.</p> <p>With the proliferation of mobile storytelling heading fast towards visual content overlaid with filters and emojis, it begs the question, how should brands respond?</p> <h3>From Feature to Format</h3> <p>There is no doubt that what was once an exclusive part of Snapchat is now a part of a growing numbers of apps and platforms where consumers spend the bulk of their time. </p> <p>Whether or not Facebook / Instagram were underhand in imitating the feature is now irrelevant; it's now a format that hundreds of millions are going to be exposed to in the coming months. With that change should follow a change of tack for marketers and others interested in getting the attention of consumers.</p> <p>It no longer makes sense to avoid Stories because your customer is not on Snapchat. Stories is going to be a commonplace feature, with consumers likely trying it out on multiple platforms and, more importantly, seeing how others use the format too.</p> <p><img src="https://assets.econsultancy.com/images/0008/5113/facebook_stories.jpg" alt="" width="750" height="441"></p> <p>It is already <a href="https://techcrunch.com/2017/03/26/camera-is-the-new-keyboard/">being described as the new news feed</a>, which may not be far from the truth if users flock to the format on Facebook in the same way users have done on Instagram (There are now as many people using Stories on Instagram as there are using the entire Snapchat app).</p> <p>If this is truly the case, marketers that are not experienced in the format, should start building the expertise, lest they get left behind.</p> <h3>Stories is now a language marketers need to learn</h3> <p>The nuts and bolts of a Story are mostly the same, regardless of which app you are using:</p> <ul> <li>Video and picture content presented (mostly) vertically, completely natural in a smartphone-driven world.</li> <li>Stories are told in chronological order, rather than the reverse chronology of the old Twitter timeline / Instagram feed, or the algorithmic feed made popular by Facebook.</li> <li>Images are normally overlaid with text, music, filters, emojis and other things. The assortment of options is unique to each platform for the time being, but whether that changes or not remains to be seen.</li> </ul> <p>This combination of elements, in particular the camera function, is uniquely enabled by smartphones, which the creators and imitators of the formats have more than embraced. </p> <p>Snap CEO Evan Spiegel:</p> <blockquote> <p>In the way that the flashing cursor became the starting point for most products on desktop computers, we believe that the camera screen will be the starting point for most products on smartphones.</p> </blockquote> <p>Messenger Day product manager, Tony Leach:</p> <blockquote> <p>We like to think of the camera as the new keyboard.</p> </blockquote> <p>This marks a significant change from the content currently being posted on social feeds. Most of this content is strictly one format: Links, text, pictures, videos, that stand side by side in contained units.</p> <p>What the format of Stories has created is a mobile-friendly canvas for users to create experiences where pictures, videos, sounds, words and more can come together. This will require even more creativity from marketers on a more frequent basis, if they are going to use Stories as a format effectively.</p> <h3>Yet another format to add to the mix</h3> <p>However, just because Stories is “the new news feed”, that doesn’t mean the feed format is obsolete.</p> <p>While Stories is currently being used to tie together the in-between moments that make up a user’s daily narrative, the feed / timeline is just as important in its role of showing off the best moments a user has to offer; hero content, if you will.</p> <p>On top of this, despite Zuckerberg’s clear eye for products and features that garner consumer attention, to date his company has only created significant revenue from feed-based products.</p> <p><iframe src="https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2Fmessenger%2Fvideos%2F1227636360689375%2F&amp;show_text=0&amp;width=560" width="560" height="315"></iframe></p> <p>As social platforms continuously seek to find the optimal balance between showing users content from friends and family vs. brands vs. professional content producers, it is probably safe to assume that marketers will still need to continue creating engaging content for the feed, as well as content for their Stories.</p> <p>Consequently, as the Stories format gains adoption, brands will have to make real decisions about how to distribute resources among the different formats and platforms they use for social media.</p> <h3>Don’t forget to think about ads too</h3> <p>It goes without saying that at some point, marketers will need to take the ad formats that go in between each story seriously, probably sooner rather than later.</p> <p>Thus far, <a href="https://www.snapchat.com/ads/snap-ads">such ads on Snapchat</a> can only be executed through <a href="https://www.snapchat.com/ads/partners">the use of a Snapchat partner</a>, while <a href="https://business.instagram.com/blog/instagram-stories-available-globally/">Instagram only made global advertising for Stories available</a> at the beginning of March. As the format increases in popularity, you can guarantee Facebook will switch on ads for its other properties too.</p> <p>Advertising creative in this format will be markably different to ads for other formats, which only adds to the learning curve marketers will need to go through.</p> <p>Marketers will be best served to start experimenting on this in small pockets on Instagram as soon as possible (and Snapchat if you have the budget), to ensure that their brand will be in the best position to capitalise when the time is right.</p> <h3>In conclusion...</h3> <p>While Stories being copied may be problematic for Snapchat, it also puts the onus on marketers to get to grips with yet another format.</p> <p>It may take some time for the format to take off, but every second that your brand is not making these stories, it’s another second your competitor could be gaining valuable experience and marketshare at your expense.</p> <p>That said, as Facebook has clearly shown, sometimes there is nothing wrong with waiting to see how things go, before having the audacity to copy well.</p> tag:www.econsultancy.com,2008:Report/4438 2017-03-14T11:00:00+00:00 2017-03-14T11:00:00+00:00 Financial Services and Insurance Internet Statistics Compendium <p>Econsultancy's <strong>Financial Services and Insurance Internet Statistics Compendium</strong> is a comprehensive collection of the most recent financial services and insurance statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media.</p> <p>Like our main <a title="Internet Statistics Compendium" href="https://econsultancy.com/reports/internet-statistics-compendium">Internet Statistics Compendium</a>, this report has been collated from information available to the public, which we have aggregated together in one place to help you quickly find the financial services and insurance internet statistics you need.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p>Areas covered in this report include:</p> <ul> <li>Digital financial services and insurance market trends</li> <li>Financial Technology (Fintech) and investments</li> <li>Digital strategy and transformation</li> <li>Online banking</li> <li>Mobile banking, mobile payments and the mobile wallet</li> <li>Customer experience</li> </ul>