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Transcript of Marketing 2 en v6
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8/8/2019 Marketing 2 en v6
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m2.0
A comprehensive step by step plAn
rad a hjdk
makgmda o 2010
Marketing 2.0 in Twelve Steps
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Marketing 2.0A comprehensive step by step plAn
by Richard van Hooijdonk
MarketingMonday October 2010
Marketing 2.0 in Twelve Steps
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2 3
Trendsidu
Introduction
t y la ad t nw
makgcyl ad y makgmday.
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rad va hjdk a wa t nw
makgcyl ad a makg
2.0 ag u ad ala. i al a
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makg 2.0] a wll aag a d
ya.
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lg, d ad ag a g
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-ad. cu av gv
ludd . W a
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g agly a. cu dal
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akg g agly --.Fally, ag lva ad
ua al a dya ay
vy la.
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4
Table o content
Target groupsojv
Trends
Manual
t y la wad makg 2.0
vd g uj aa a av
akld ad qu. evy gd
akg la al agy a wll uud. o awk la,
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may uj aa av akld ad
dd a v a.
Fllwg y la wll a la
u a a g vlkd.
Trends
Table o Contentsmaual
Nw RlationshipsBroadband, Web 2.0 and new online technologies are changing the ace o
communications as we know it. They are highly transparent and there are
virtually no secrets any more. Inormation can be ound everywhere and it
disseminates extremely rapidly. Businesses, organizations, institutions and
government bodies are orming new relationships with consumers, citizens,ans, ambassadors, etc. These relationships have several newly dened
characteristics:
monologue out dialogue in
bureaucracy out transparency in
impersonal out personal in
talking out listening in
masses out individual in
data supply out relevant inormation in
Onlin and oin rlationships ar trickyWe are not used to initiating relationships online. This means that it
is also dicult or us to cultivate and strengthen these relationships.
we require trust we need relevance
we want interaction
we have to be willing to listen
we want to be easily accessible
we have to be prepared to cooperate
5
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Trends
Table o Contentsmaual
Designate a service,
theme or product as the
basis or the campaign.
Address each subject
area in turn. Ater reading
through each o the steps,
try answering all the
questions. I certain pha-ses have been addressed
in the past, evaluate these
against the relevant sec-
tions in this step by step
plan. Such an evaluation
may highlight the need to
repeat a phase.
Do not skip any steps. The
correlation between each
o the steps is o major
importance. For example,
there is no point indeveloping a cross-media
communications strategy
i the product concept is
not in place.
Similarly, there is no point
revamping the website i
target groups have not yet
been properly dened.
Evaluate the marketing
plan against the Marketing2.0 step by step plan. This
may highlight the need
to optimize a product
concept or modiy the
approach to marketing
intelligence. Conversely, it
may simply conrm that
everything has been done
properly. It will not always
be necessary to start over
in all situations.
Review. Once the plan has
been reviewed, put it toone side or a week. Ater
seven days, re-evaluate
the plan with a resh pair
o eyes. Read the plan
through rom start to
nish. Useul changes and
additions will be readily
apparent.
Ask a colleague or an
external consultant or
assistance i you are not
procient enough in
certain areas or i youare unwilling to perorm
certain evaluations.
Focus on a good pre-
sentation once the planhas been written. Use
storytelling techniques to
present your case
to senior management,
managers, customers or
co-workers. Use imagery,
clear copy and avoid long-
winded, boring, textual
summaries.
Create a sound business
case. A good plan becomesan even better plan i
attention has also been
paid to its commercial and
nancial implications.
Manual step by step
1 2 3 4
5 6 7 8
6 7
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Manual
Objectivestal c
2.0Table of contents
c
r
-meda
and
salm
eda
Wha
tcro
ss-media
and
soci
alm
edia
marke
ting
com
munic
atio
nsst
rate
gyd
ow
ene
ed?
Wha
tme
dia/
reso
urce
swill
enabl
eusto
create
thede
mand?
s
alb
randn
g2.
0
How
can
we
monito
r,cr
eate
and
prote
ctth
ebu
zzs
urro
undi
ngth
ebr
and?
b
randn
g2.
0
Wha
trole
doe
sth
ebr
and
play
as
part
oth
eca
mpaig
n?
p
rdu
p
r
n2.
0
Wha
tisth
em
oste
fecti
vep
ropo
sitio
nIc
anof
erth
eseta
rget
grou
ps?
Wha
tdoesth
ista
rget
grou
p-ba
sed
prod
uctp
ropo
sitio
nlook
like
?
t
argeG
ru
2.
0
Wha
ttargetg
roup
sar
egoin
gtohe
lpm
eachi
eveth
eseob
jectiv
es?
o
jev
e2.0
Wha
tobje
ctiv
esca
nw
eo
rmul
ate?
p.1
0
p.3
7
p.1
4
p.4
0
p.1
9
p.4
4
p.2
2
p.4
8
p.2
7
p.5
2
p.3
0
p.5
4
o
rganz
a
n2.
0
How
can
you
prep
are
your
org
aniz
atio
no
rMarke
ting2.0?
b
un
eca
e2.0
Wha
tare
the
crit
eria
ora
soundbu
sine
ssca
se?
m
arke
ngit
2.0
Wha
tma
rketin
gIT
tech
nolo
giesdo
we
need
tom
akeMar
ketin
g2.
0po
ssible
?
m
arke
ngin
ell
gen
e2.0
Wha
tinor
matio
ndo
we
need
tore
cord
abo
utou
rcustom
ers,
cam
paig
ns,
web
siteand
marke
t?
D
r
u
nand
sale
2.0
Wha
tiso
ura
ppro
ach
todi
stri
butio
n&
sal
es?
W
ep
ree
ne2.
0
Wha
twill
the
web
con
cept
,e.g
.web
site
,min
isit
e,mic
rosite
,etc
.,lo
okli
ke?
1 2 3 4 5 6 7 8 9 10 11 12
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10Objectives 2.0
We develop strategies with the aim o achieving something. What this
something is has to be specied. I the nal goal is unknown, then the
likelihood that it will be achieved is minimal. The more detailed the nal
goal, the more eectively a course can be charted to a successul end
result. A clearly dened destination, regular bearing checks and appro-
priate course corrections orm the basic prerequisites or sae and soundnavigation.
What rtrn and trnovr do yo want to achiv?Businesses exist to make prots. Institutions, government bodies and
other public organizations aim to achieve other orms o return, e.g. social
returns. Here we ormulate the return that we intend to achieve with our
marketing and communications eorts. In other words, what do we get out
or the eort we put in? Ideally, we want to get more out than we put in.
The dierence is what we reer to as the return.
What tart rops ar oin to hlp yo achiv yor objctivs?Theoretically, various target groups or market segments have already been
identied. They each contribute towards the overall result. I we know towhat extent they contribute towards these results, then we can also adjust
our eorts nancial or otherwise accordingly. In many cases, we pay too
much attention to target groups that make up too small a slice o the pie.
What prodcts or srvics ar oin to hlp yo achiv yorobjctiv? What contribtion dos ach prodct or srvic ak?I we have prioritized our target groups based on the gures, then we can
assign products to these market segments. Ater all, it is useul to know
what share a certain product accounts or within a certain target group.
What ar th brand objctivs?In this phase, we chart a course or the brand based on its image and de-
sired identity. This involves examining core values and name recognition in
order to determine aided, spontaneous and intrinsic brand recognition.
What arktin conications instrnts ar yo ointo s or conications prposs?With what ratio o importance to eectiveness are you going to deploy
these instruments? It is essential to assign tangible objectives in this area
because a signicant portion o the marketing budget will be assigned
variably.
Step 1
1.Perormancegoals
3.Produc
tgoals
4.
Brandgoals
6.
Accountableoutput
7.Socialoutput
5.Requireme
nts(SMART)
Financialperormance
Specifc
Measurable
Acceptable
Reali
stic
Time
-bound
NumberoRFQ
s
Sales
Numberoproflesacquired
Numberonew
slettersubscribers
Numberotimesagamewasplayed
Reviews
Recommendations
Questionnaires
(Re
)tweets
Widgetviews
Shares
Socialperormance
1 2 3 4 5 6 7 8 9 10
2.
Target
groupgoals
Goals
STEPS / STATIONS
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Table o content
Target groupsojv
What is th accontabl otpt or arktin conicationsinpt?What results do you expect rom your marketing communications? For-
mulate this as the volume o sales, number o newsletter subscriptions,
registered proles or quotation requests, etc. Be as specic as possible
in order to be able to evaluate the results aterwards.
What is th social otpt or arktin conications inpt?The benets o marketing communications are not only sales- or prole-
related. Online interactions, e.g. via social media, can ultimately contribute
towards the end results. Questionnaires or reviews may also lead to
conversions. For example, determine how many product reviews or
dialogues you have in mind. Think about how many times a game should
be played or orwarded.
The ollowing SMART rules should be taken into account when ormulating
objectives. They should be...
SpcifcProvide gures
and percentages
masrablMake sure that
results can be
determined
AccptablSupport must
exist or the
objectives set
RalisticThe objective
must be
attainable,
yet challenging
Ti-bondResults must be
achieved within
a predetermined
time period
Objectives 2.0
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14Target Groups 2.0
Next, an answer has to be ound to the question as to which target group
will get us to our destination the quickes t. Is there suffi cient demand
among our existing target groups or do we need new target groups in
order to attract more visitors?
Firstly, w will xain th crrnt tart ropWe will segment the target group, i.e. subdivide it into groups. Segmen-
tation is possible based on age, but also based on other segmentation
models, e.g. Mosaic, Young & Rubicam, etc. Segmentation allows ocus
areas to be identied. I all is well, then your selected target group seg-
ments will exhibit certain traits that are common throughout each segment.
No one can be everything to everybody, which is why we align our strategy
to specic traits within the groups. Segmentation is thereore an important
rst step.
Dtrin which tart rop provids th ratst opportnitisWhich target group is most likely to help you achieve your objectives? Are
there perhaps secondary or even tertiary target groups? We reer to these
as potential target groups. Are these existing target groups or do we haveto look beyond existing groups? Focus on growth target groups, i.e. groups
with potential or grow th, as well as su cient volume. Examining compe-
titors can also help identiy a target group ocus. Do not orget B2B target
groups.
Objectives
Product propositiontag gu
Step 2
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Objectives
Product propositiontag gu
Dtrin cstor insihts onc a tart rop slctionhas bn adCustomer insights tell us more about a target groups actual needs. In
order to gain these insights, we need to identiy their pains and pleasures.
These are the explicit needs or problems that should be ullled or resolved.
Insights can be determined in one o several ways. These include targetgroup discussions, panels, questionnaires, existing research or user-gene-
rated opinions (reerences, reviews, etc.). Brainstorm at least ten pains and
pleasures or each target group and or product development, marketing
communications and web presence purposes.
Slct th ost rlvant cstor insihtsI all is well, then you will now have a sizeable list o customer insights.
Select the most relevant insights, i.e. those that can be used within the
context o product development, branding, marketing communications and/
or web presence. Ater all, this is why you went to the eort o determining
these customer insights in the rst place.
Target Groups 2.0
1.Segment
2.Selectmostpromising
sectors/
targetgroups
3.Identiydecision
makersand
infu
encers
(DMU)
5.
Select
/prioritise
custom
erinsights
4.
Identiycustomerinsights
Segmentationby
For
Future
Sources
Current
Types
Pains
Pleasures
Targetgroupinterviews
Questionnaires
Existingresear
ch
User-generatedopinio
ns
Productdevelopme
nt
Brandi
ng
Marketingcommunication
Webpresen
ce
Sector
Company
People
Infuencers
21 3 4 5 6 7 8 9 10
TargetG
roups
STEPS / STATIONS
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19Product Proposition 2.0
Good products and services address clear customer needs. There is o
course always an element o artistic licence that should be respected, but
customer needs should always be placed centre stage rom a marketing
perspective. Marketing specialists can use their expertise to provide
product developers with insights on which to base their decisions.
Cooperation between marketing and product development is crucial.
In the previous section, you determined the target groups and their
corresponding customer insights. These insights orm the basis or the
solution the target group-based product proposition. A product proposi-
tion is a complete package consisting o the core product, supplementary
services and online services.
It is possible to develop several dierent types o proposition. For example,
one product proposition may be more suitable or new customers and
another or existing, long-term customers. It is also possible to develop
cross-sell propositions to upgrade customer groups or retention propositi-
ons to keep customers on board. There are several variations on this theme.
THe PRODuCT DeVeLOPmeNT STePS ARe AS FOLLOWS
Dtrin whthr th cstor insihts aind aradqatly dfndInsights are only o interest i you can actually do something with them.
It should be possible to develop a product eature or align marketing com-
munications using an insight. Alternatively, it should be possible to modiy
the website or charge the brand based on this insight. Be critical when
accepting insights, since it is these insights that orm the basis or your
strategy.
go in sarch o inspirationLook to competitors, co-workers, etc. or sources o inspiration. Investigate
case studies, experiences and allow yoursel to be inspired. Your personalquest is unique. Many have gone beore you. You can learn rom what they
discovered and you can apply their experiences to your own market.
Target groups
Brandingpdu
Adequately customer insights
Search o inspiration
Brainstorming
Co-creation
Ranking
DEFINITIVE CHOICE
Step 3
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21
Target groups
Brandingpdu
BrainstorinEveryone participating in the brainstorming session should jot down his/
her ideas on paper beorehand. Other team members should give their
opinions about the ideas presented and respond with the impulses that
come to mind when discussing these ideas. Other group members can then
respond to these thoughts initiating a dynamic process. We reer to this asthe ping-pong eect. This process allows or brainstorming without any
restrictions, or at most, only minor restrictions. Doing away with restricti-
ons and removing boundaries oten generates very interesting results.
Co-CrationWe should group product eatures together and then present these to our
target group. We then make an intermediate move towards the target
group as part o the aided co-creation process. We present the product
eatures to our target group and note their suggestions and comments.
Customers and prospects oten nd it interesting to participate in such
co-creation sessions. They value the act that they are being involved
they sometimes even eel honoured and believe they are making a valuable
contribution towards solving a problem.
RankinIn this phase, we rationalize the process. We evaluate all the ideas and then
make a shortlist. We score each o the ideas to help make the decision-
making process easier. We should evaluate target group relevance, time-
to-market, protability, investment and retention. A ve ranks highest and
a one ranks lowest. By evaluating all the ideas in this way, it is possible to
arrive at an objective verdict.
Dfnitiv ChoicBased on the scores assigned during the ranking process, we then make a
decision and determine the denitive product proposition.
1.Assesscustomerinsights
2.
Hunt
orinspiration
3.
Brainstorm
6.D
eterminingproduct
p
roposition
4.
Co-creation
5.
Rating
Competitors
Collea
gues
Inspirationalmarkets
Cases
Ideasonpaperbeorehand
Teamm
em
bergiveopinion
Impulsivethoughts
Pingpongwithoutboundaries
Generic
Expected
Augmented
Completeco-crea
tion
Supportedco-crea
tion
Targetgroupprevalence
Time-to-market
Proftability
Investm
ent
Reten
tion
31 2 4 5 6 7 8 9 10
Productan
dproposition
development
STEPS / STATIONS
Product Proposition 2.0
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22Branding 2.0
A product is anything that can be brought to market that attracts atten
tion, can be purchased, used or consumed, and ulls a need or desire.
A product can be something tangible or a service, a shop, a person, an
organization, a place or even an idea. Below you will nd a summary o
the steps we should take as part o the positioning/repositioning and
branding/rebranding process.
Prodct or brand?First o all, ask yoursel the question whether you are aiming to be a product
or a brand. A brand is a product that explicitly stands out rom other pro-
ducts and brands and has special signicance in the mind o the end-user.
To become ront o mind, you have to make yoursel know to end-users.
What is yor idntity?In order to have any real signicance to customers and prospects, you
have to be well known and have an identity. A brand clearly answers the
question, Who are you?. What are the characteristics that you are looking
to attribute to your brand? Organize these attributes.
Who do yo want to b? PositioninA brands signicance is expressed in terms o the image that is projected
and the perormance level that you are able to achieve. It is essential that
you clearly dierentiate the brand in terms o perormance and perception.
This is reerred to as positioning and answers the question, Who do you
want to be?. What attributes do you want to give to the image o what you
want to be? Are these characteristics distinguishing and strong enough?
What do yo stand or? IdntifcationA brand should provoke a response. You will be judged by your peror-
mance and the emotions that you are able to provoke. I successul in this
endeavour, you will create more ans and win their hearts and minds to
become a more valuable brand. This step is reerred to as identication and
answers the question, What do you mean to me?. Take note o everythingthat you would like to mean to your customers, prospects and ans. What
do you mean to them? What benet do you provide them? What are the
deciding actors or choosing you? Why would they not turn their back on
your company or brand?
Product proposition
Social brandingbadg
Step 4
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24
What is th stat o yor rlationship with th cstor?Addd Brand ValFinally, you should work actively towards strengthening the relationship
and bond with your customers. You have involved your customers in the
product development process and you have established a good online
relationship with one another. This is reerred to as added brand value andanswers the question, What is the state o our relationship?. What demon-
strates that customers eel an anity with you? Or not as the case may be?
What online and oine activities can be perormed to bind customers to
your brand without their having to buy anything?
Brand RsponsibilityA brand should be given a prominent position and responsibility within
your organization in order or it to grow and become stronger. The right
people with the right attitude orm a great internal breeding ground or a
brand. These internal brand ambassadors have also established a personal
relationship and bond with the brand.
I you were able to answer Questions 1 to 5 clearly and honestly, then you
have ormulated your brand objectives. The next step involves developing
a brieng in which these brand objectives are described in even greater
detail. Ater this, we will have a creative team visualize this repositioning
in terms o brand themes. Branding is not something that takes place on
paper. A brand has to be propagated visually in order to create brand
perception among people so that they gravitate towards your brand. This
is how Just do it and Vorsprung durch Technik became so successul. They
were aligned with perceptions at the time.
What are the our most important actors or success that brand perception
has to satisy? LISS
Likability Why should I pay any attention to this?
Ipact How striking is this perception?Stickinss Does the experience persist?Storyability Does the experience provide a story that I can retell?
Product proposition
Social brandingbadg
L I S S
2.Whatisyo
uridentity?
3.Whatdoy
ouwanttobe?
(positioning)
6.Brandresponsibility
5.Brandconnection(brandaddedvalue)
4.Whatdoyo
umean?(identication)
Whichchara
cteristicsdoyou
wanttoattributetoyoursel?
Arethesesu
ciently
distinguishin
g?
Positionwithincompany
Internalbrandambassador
Whatdoyouwantto
meanoryourtarget
groups?
Howdoyoumake
thembetter?
Whatarethereasonsto
chooseoryou?
W
hatuseareyou
tothem?
W
hatarethereasons
tostaywithyou?
41 2 3 5 6 7 8 9 10
Branding
STEPS / STATIONS
1.Doyouwanttobea
brand?
Cleardistinction
Meaningul
toenduser
Whoareyou
?
Whatmakes
youyou?
Whatareyourcharacteristics?
Howdoesconnectionshow?
Howdoesconnectionnotshow?
Ofineandonlineactivitieswithout
anobligationtobuy
Branding 2.0
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27
A brand is one o our most valuable assets. We want to know what is
being said about it and by whom. We want to take action beore any
damage is sustained, but we also want to stimulate dialogue about the
brand. The speed at which messages, opinions and gossip spread using
new media means that it is crucial that an approach be developed to
detect this buzz in a timely ashion. We want to or rather, have to know what is being said by customers, prospects and ans about our
brand, our products and our services, so that we can react whenever
necessary. This task can be assigned to an organizations PR department
and in some cases, to its marketing department.
Dtrin what yo want to onitor abot a brandThe brand name, product names, services, events names o senior
management or infuential people inside or outside the company,
marketing campaigns or customer service.
Atoat th way in which yo tn into th bMonitoring buzz can be achieved in several ways. It is possible to manually
browse through websites, blogs, tweets and other social networks, but this
is very tedious work. It is also very time-consuming and not particularly
ecient. There is, however, an alternative approach. Googles ree Google
Alert service sends notications in response to certain keywords appearing
in new search results. An RSS reader can be used to issue alerts in response
to certain names and terms being used on blogs and websites. Newsletters
can be scanned automatically or titles, names and terms that you wish to
track. Twitter Search can be used almost real-time to keep up-to-date with
gossip, opinions, comments and statements. Even traditional oine and
online cutting services are important. Keep an ear to the ground or the
buzz, because beore you know it discussions or comments can arise that
may lead to big problems or major opportunities. There are also numerous
online services that keep track o such developments automatically. You can
receive inormation in a well-organized ashion or a low monthly ee.
Social Branding 2.0
Branding
Cross-media and social mediasal badg
Step 5
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28
Analy th bOrganize the buzz on a daily or weekly basis and classiy it into three
categories take action, orward or ignore. The rst category is the most
urgent, i.e. immediate action is required in order to avert any damage. Con-
versely, the news may be so positive that action should be taken to achieve
even better results. The message should be orwarded i it is relevant to theinternal organization. The last category is used or all other messages.
Action!We should take action i the messages content can aect us or our brand
either negatively or positively. It may even be possible to contact the author
o the message to resolve any complaints and to prevent the message
spreading any arther. Alternatively, it may be possible to boost the eect o
a positive report using the viral eect, i.e. propagating it even arther!
Branding
Cross-media and social mediasal badg
1.Whattomonit
or?
2.Automation
4.Action
3.Analyse
Brandnames
Productnames
Namesofpeople
Relevantthemes
Googlealerts
RSSfeeds
Newslette
rs
Twitterse
arch
Snippetse
rvice
Identifyactio
n
Webcare
Personalcare
Communicateit
Leaveitbe
51 2 3 4 6 7 8 9 10 STEPS / STATIONS
Social
Branding
Social Branding 2.0
C M di d S i l M di
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30Cross-Media and Social Media
I we want to communicate with our customers, then we do this using
cross-media. We deploy both ofine and online resources simultane-
ously in the hope that the right combination o both w ill provide added
benets. We cross pollinate using various media including online video,
television, radio, print, online campaigns, mobile phones, games and/or
events. We anticipate that the chances o success will be increased andthat, on balance, we will achieve better returns in terms o marketing
communications.
Marketing communications deals with inormation, attitude and anticipated
behaviour. Here we make use o the acronym, AIDA :
Attntion Attract the customers attention
Intrst Raise customer interest
Dsir Convince customers that they want and desire
the product or serviceAction Lead customers to taking action
Each step should be detailed in the cross-media plan explaining how each
will be achieved. Deploying social media can increase stickiness, as well as
customers and prospects engagement.
TrndsA radical transormation has taken place in the media landscape in recent
years. Old media have made way or new media. The statistics given below
speak volumes (source: eMarketer.com USA):
35% switch to new media
50% o internet trac generated by social media
73% o internet users reads blogs
80% o internet users watches online videos
57% o internet users makes use o social networks34% o internet users is prepared to give a review or products/
services purchased
83% o internet users makes purchasing decisions based on reviews
93% o companies using the internet makes decisions based on
reviews
Social branding
Web presencec-mda ad sal mda
A I D A
Step 6
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32Cross-Media and Social Media
Looking at statistics or individual media, then we see the ollowing trends
(source: eMarketer.com USA):
only 18% o television campaigns generates positive results
90% o people who are able to skip television commercials does so
25% o the population watches recorded television
People are conronted with 3,000 communications messages per day 14% o people trusts advertising
83% trusts peers, i.e. riends, amily, reviews
Research has shown that marketing decision-makers will be looking at the
ollowing media in the years ahead (source: eMarketer.com):
online video
cross-media and social media
user-generated content
mobile technologies
search
rich media
Who is or conications tart rop?In many instances, this may be the target group selected above. In other in-stances, we may be communicating with another target group. Dierentiate
between primary and secondary communications target groups.
What ar th cstor insihts?What are the marketing communications customer insights aligned with
these target groups? What media/resources do they use? How do they use
them? Study your own results, marketing statistics or conduct research by
means o a questionnaire or survey.
What ar or accontabl arktin conications objctivs?Here we ormulate the desired output or hard communications results,
e.g. volume o products sold, no. o new newsletter subscriptions, no. o
website visitors, no. o times a game was played, etc.
What ar or social arktin conications objctivs?Here we ormulate the number o recommendations, tweets, widget views,
member-get-members, bookmarks and blog posts. These sot social objec-
tives are important because this sort o output can lead to actual response
and/or purchases.
Social branding
Web presencec-mda ad sal mda
1.Targetgroup
2.Insights
3.Goals
4.Budget
8.Monitorand
adjust
5.Communicationsmix
6.Message
7.Media
Sectors
Companies
People
Inue
ncers
Which
media/means?
Howdotheyusethem?
Sources
Accountable
Brandnames
Results
Deskresearch
Ownresearch
NumberoRFQs
Sales
Numberoprolesacquired
Numberonewslettersubscribers
Numberotimesagamewasplayed
Review
s
Recom
mendations
Questionnaires
(Re)tw
eets
Widge
tviews
Share
s
Dependsongoals
Product
Service
Sector
Targetgroup
Determineper
61 2 3 4 5 7 8 9 10 STEPS / STATIONS
Cross-M
ediaand
Social
Media
Advertisem
ents
Directmail
E
vents
Telesales
Radio
Television
Maga
zines
Ou
tdoor
POS
Spons
oring
Socialmedia
M
obile
S
earch
E-mailmarketing
Aliatemarketing
G
ames
Onlinecamp
aigns
Contentcamp
aigns
Online
video
RSSmarketing
Online
Ofinemedia
Weblogs
Socialnetworks
Widgets
Wikis
Twitter
Publishers
Operators
On
lineMediaagencys
Promise
Whatsinorthem
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34 35Cross-Media and Social Media
What is or conications bdt?Once we have determined our target groups, insights and objectives, it is
important to know what budget we have available to achieve these desired
results. My advice is to relate this amount to the turnover and the prot that
will be realized. For a launch strategy, a modied strategy can be used, but
ultimately a marketing communications budget should generate a healthyreturn. You can assign communications budgets or each product, service,
target group or segment.
Dtrinin th conications ixBased on the ormulated objectives, we can now develop our cross-
media and social media marketing communications mix. In so doing, we
re-examine our objectives and reormulate the solution in terms o a
well-balanced mix o oine and online/social media. Develop a cross-
media/social media communications chain or each communications
target group.
FCS FORmuLA
Function state the marketing instruments unction
Crossover state the reason or the crossover rom one instrument toanother. What do you aim to achieve with this crossover and
how will this take place?
Story make sure that the various resources selected communicate the
story/campaign theme properly. Not all resources have the same
communications eect interactive or otherwise
Oin mdia
Advertisements, direct mail, events, telesales, radio, sales
promotion, magazines, outdoor, television, POS, mobile and sponsoring
Onlin mdia
Search, e-mail marketing, aliate marketing, games, online
campaigns, content campaigns, RSS marketing
Social mdia
Blogs, social networks, microblogs (Twitter), social news sites (Digg),
wikis, podcasts and video sites
utili th powr o social dia in th arktinconications stratyImplementing social media into our marketing communications strategy
provides a level o interaction as never previously experienced. Social
media users are highly engaged individuals, they share content, cooperate,
participate and can be highly infuential. The viral power o social media isenormous. There are several reasons or this. Firstly, the message and the
product take centre stage, not the company. Moreover, customers are
becoming less susceptible to traditional online communications, e.g.
banners and advertorials. Consumers have a ar higher regard or their own
community than or the party selling a product or service. Viral marketing
is in essence old-ashioned mouth-to-mouth advertising in a new guise
only ar more eective by virtue o its ability to multiply exponentially.
Dvlop th ssaA good campaign needs a good message. What promises can you deliver?
What is in it or them? Think up a ew initial ideas that the creative team or
advertising agency can use to get started. Formulate a ew, strong one-
liners that refect your ideas. Creatives always respond well to this.
Slct th diaBased on the strategy developed in Section 6, it is time to incorporate the
media into the communications strategy that you developed. I direct media
are to be deployed, e.g. direct mail or internal e mail marketing, then you
will not need the involvement o any external media partners. Online cam-
paigns, external e-mail campaigns and advertisements require negotiating
with publishers and other third parties. In order to achieve a well-balanced
cross-media/social media plan, we recommend that you hire in a speci-
alized online media agency. Traditional agencies oten have insucient
knowledge and expertise.
monitor th rslts and adjst cors
I recommend that you never launch a campaign i you are not able to mo-nitor and measure its results. Make sure that the campaign is set up so that
you can measure its results. I you can demonstrate a campaigns results,
then you will be more likely to get approval or budgets and achieve even
greater success in the uture.
Social branding
Web presencec-da ad al da
F C S
Web presence 2 0
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36 37
Cross-media and social media
Sales & distributionW
Web presence 2.0
Websites or smaller-scale, special-purpose minisites or microsites play an
important role in the marketing communications strategy. They orm the
landing pages or your message or proposition, as well as the means by
which to convert new and existing customers. It is also possible to prole
new prospects via a website and retain them by means o online applica-
tions, e.g. games, social media, etc. The website deserves a leading role inany strategy.
What objctivs dos th wbsit srv?I the website is only used as a channel or inormation, then we are doing
ourselves an injustice. We could be generating sales, subscriptions, leads
and proles, as well as orwarding XXXX, streaming videos and providing
games. There are countless ways to interact with website visitors. Several
examples o clearly dened website objectives include:
5%ofvisitorsshouldbuyaproduct
20%ofvisitorsshouldcreateaprofile
10%ofvisitorsshouldshowinterestinbuyingaproduct
15%ofvisitorsshouldsubscribetoanewsletter
50%ofvisitorsshouldwatchoneofthefivevideos
50%ofthevisitorsshouldplayourgame 25%ofvisitorsshouldforwardagameorvideo
What is or wb straty?Based on the objectives ormulated and the insights gained into the target
groups, we can develop a web strategy that will determine the websites
content. We should be thinking about personas, content, applications, web
themes/concepts, translating target group propositions into their online
equivalents and the social marketing aspects o a web presence. In the
strategy, we should also establish a link to the media that will attract web-
site visitors. The strategy can then be presented to a test panel made up o
customers and prospects. Online interaction is extremely critical ater all,
we are not trying to create an online brochure.
gnrat RqirntsRequirements bridge the divide between a strategy and implementation.
A unctional plan clearly details the practical implementation o the ele-
ments in the web strategy. Web applications can be explained in many
ways and can be implemented technically in even more. Clarity is o the
essence when trying to get the best quotation rom a website developer.
Ask an independent web consultant or website developer to assist you with
drating specications or these web applications.
Step 7
C M di d S i l M di
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38Cross-Media and Social Media
Dvlop a contnt planNaturally, we devote a lot o attention to the content that we want to share
with our various target groups. We can make a subject list, gather sour-
ces where inormation about these subject areas can be ound and then
determine what sort o content is required, e.g. copy, newsletter items,
whitepapers, etc. Content can even be purchased, written, photographed orproduced. This includes multimedia content, e.g. images, audio, text, video,
etc.
usr Intraction DsinOnce the web strategy is in place and requirements have been written, it is
time to get to work on the user interaction design. Using fow diagrams and
wire models, a blueprint can be generated or the website being developed.
A good user interaction design provides insights into click paths, naviga-
tion structure and user unctionality. This component is carried out by an
interaction designer.
Wb Dsin ConcptOnce the interaction design has been completed with a clear layout and
unctionality, the websites design can then be addressed. The design isdetermined based on a house style and/or campaign image material. The
navigation structure and buttons can be then be designed. Buttons and
images are used to enhance the websites power to communicate its
message. This is carried out by a web designer. He/she works closely with
the user interaction designer who generated the blueprint.
Dtaild Wb DsinOnce you are happy with the web design, it can then be worked out in more
detail. Images can be purchased, videos can be produced and each page can
be laid out in detail as agreed. Discuss the maximum budget available with
the web design agency in advance. These projects oten snowball out o
control.
Wb DvlopntThis phase is oten the most intensive. All the web applications need to be
developed and the content management system needs to be congured.
Complex links are then created to other internal or external systems. On
completion o this phase, the content can then be uploaded.
Cross-media and social media
Sales & distributionW
Technicalrealisation
Implementationdesign
Contentmanagement
Applicationsdevelopment
Linkstointernal/externalsystem
s
1.Goals
2.Webs
trategy
3.Requirements
8.
Webdevelopment 4
.Contentplan
5.
Interactiondes
ign
6.
Webdesignconcept
7.Webdesign
development
Chara
cters
Conte
nt
Applications
Them
es
Interaction
(social)
Sales
Lead
generation
Profling
Inormation
Takestock
Descr
ibe
(unctionalplan
)
Fixedwebte
xts
Variableweb
texts
Whitepapers
Contentapplications
Video
Navigationstru
cture
Userunctionality
Clickpaths
Applica
tions
71 2 3 4 5 6 8 9 10
Webpresence
STEPS / STATIONS
Web
Newsletters
Design
Themes
Distribution and Sales 2 0
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40Distribution and Sales 2.0
A good sales & distribution strategy can be critical to an organizations
success. This does not entail direct sales to consumers, but the selection o
partners that have a strong bond with their ollowing, e.g. commercial and
community partners. Commercial partners include businesses and employ-
ers. Community partners include organizations, clubs and institutions. A
proposition targeted specically at a partner oten has a positive eect onboth parties. The partner has a proposition or its ollowing that can help
strengthen loyalty. The supplier then gains a loyal sales channel.
The steps or achieving a well-conceived sales & distribution strategy are as
ollows:
Web presence
Marketing intelligenceDu ad al
Analyze the existing
sales & distribution
strategy
Perorm a market scan
to determine which
parties are matches
in terms o objectives,
customers, vision, etc.
Evaluate potential
partners in terms o
their scale, suitability
and communications
resources
Detail the partnership.
Create a good joint
action plan.
Categorize partners at
an industry or sector
level
Prioritize candidates.
With whom would
you most like to do
business?
1 2 3
4 5 6
Step 8
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Web presence
Marketing intelligenceDu ad al
1.Analyse
5.Prioritisecandidates
6.
Implement
4.Categorisation
3.Assessmenton
Analyseexisting
strategy
B
ranches
Sectors
Suitability
Scale
Communicationstrength
8 9 10 STEPS / STATIONS
2.Marketscan
Find
suitablepartners
Criteria
GoalEndclient
Visio
n
Distribution
1 2 3 4 5 6 7
Marketing Intelligence 2 0 44
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Distribution and sales
Marketing ITmakg llg
E-mail address
Purchases
Visits
Values
Clicking patterns
Interests
Family situation
Income level
History
Telephone number
Address
Name
Marketing Intelligence 2.0
The nerve centre o every organization is the inormation that it has
about its customers, the campaigns it runs, its website and the market in
which it operates. Measuring and recording inormation is no longer an
issue. Technologies exist that enable us to record customer inormation
and monitor online campaign data in a detailed and intelligent ashion.
What do w want to know abot or cstors?What inormation do we want to record? What should a customer prole
contain? We want to get to know more about a customer than just his/her
name, address, telephone number and e-mail address. We would like to
learn more about his/her history o purchases and visits, his/her values, in-
come level, amily situation, interests, clicking patterns, etc. In short, there
are countless items o data that might be relevant. Clariy these matters
and try to identiy the actors or conducting proper analyses and predicting
customer behaviour and potential customer groups.
Capain Intllinc: What do w want to asr with rardto or capains?I have rmly believed or many years now that you should not even embark
on a campaign i you are not able to measure its outcome. I you do notknow what results it generates, then you cannot calculate its returns. Your
campaigns returns determine the extent to which you can deploy such a
campaign again in the uture and how oten.
Dtrin what aspects o each campaign you want to measure: conver-
sions, sales, requests, buzz, customer values, customer purchases, etc.
Work ot how you can retrieve the results and provide a clear presenta-
tion o these results (dashboard)
Analy the results and adjust course
Step 944
46Marketing Intelligence 2 0
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46Marketing Intelligence 2.0
What do w want to analy with rard to or wbsit?The commercial strategies o many businesses, institutions and organizati-
ons are being increasingly centred on their websites. The better orchestra-
ted your customers and prospects use o your website, the more signicant
it will become both socially and commercially. This is why it is so impor-
tant to measure your websites perormance.
Dtrin what aspects o your websites perormance you want to
measure: online conversions, sales, requests, reerences, responses,
newsletters subscriptions, no. o visitors, no. o leavers, etc.
us web analytics (SiteStat, SiteCatalyst, etc.) to gain insights into
this data. Report only what is relevant
Analyze the results and adjust course
What do w want to know abot or arkt, partnrsand coptitors?Consumers are changing, new trends are appearing. Society is ever-chan-
ging, as are competitors and partners. New services are being introduced,
campaigns are being tested. Decisions are being made and ailures are
being dealt with. By keeping your eyes open, you can stay attuned to the
latest trends and nd inspiration to develop new and innovative ideas.
Track themes and trends. Which competitors or partners do you want to
monitor?
us Google Alert, an RSS reader, Twitter Search (RSS), oine and online
cutting services and other monitoring tools to detect new trends. Gather
together everything that strikes a note every month. We reer to this as
your marketing radar.
Prioriti and make decisions. Determine which trends are o major
importance commercial or otherwise.
Initiat projects, pilot studies, tasks, case studies, Q&As, etc. Use the
inormation that you glean to support selected strategies or to adjust
course on an existing strategy.
Analy what inormation led to successul implementations everysix months.
Distribution and sales
Marketing ITmakg llg
1.Customerintelligence
2.Campaig
nintelligence
3.Web-
intelligence
4.Marketintelligence
Analysesandpredictions
Build
upocustomerprofles
Buy/visit/clickhistory
Customervalue
Incom
e
Familycomposition
Interests
Whatdo
youwanttomeasure?
Setupadashboard
Analysea
ndadjust
Whatdoyouw
anttomeasure?
Usewebanalytics
An
alyseandadjust
What
doyouwanttokeeptracko?
UseG
oogleAlerts
Prioritise
Createprojects
Analy
se
91 2 3 4 5 6 7 8 10 STEPS / STATIONS
Mar
ket
ing
intelligence
48Marketing IT 2 0
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48
Marketing is becoming increasingly technology-driven. This presents a
major obstacle to many marketing specialists and senior management
who would like to innovate. There is no escaping the act that you need
to implement new technologies and tricks on an ongoing basis to keep
ahead o the competition.
What tchnolois do yo nd? Wb Tchnolois applications that run on the website. Web 2.0
applications are only 2.0 i they interact with the website visitor. Social
media technologies belong to this category.
Capain manant online sotware or managing online
campaigns, e.g. bulk e-mail handling, SMS platorms and other social
communications media
marktin Intllinc sotware or recording customer inormation
(CRM) and monitoring campaign and web analytics.
Sals manant online sales support sotware (sales unnel
management)
Connctors all the above-mentioned technologies need to be able to
communicate with administrative back-end systems. Inormation needs
to be exchanged backwards and orwards. Connectors are oten time-consuming to implement.
Inoration Tchnolois to keep yoursel abreast o all the latest
marketing developments, use an RSS reader, Twitter and Google Search/
Alert.
What tchnolois ar availabl?Once you have made a list o everything you need, it is time to check what
you already have in-house. You can do this yoursel, but it is advisable to
involve a specialist to tackle Sections 1 & 2. This specialist (oten with a back-
ground in website/sotware development) can help you create a unctional
summary. Marketing 2.0 requires insight into the technologies available as
listed in Section 1.
Marketing intelligence
Business casemakg it
Marketing IT 2.0Step 10
51
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51
How wid is th tchnoloy ap? What is issin?I you know what you need and what you already have in-house, then you
will begin to have an insight into the technology gap. This gap analysis is
useul because you become more amiliar with the marketing IT techno-
logies required to make Marketing 2.0 possible. In this phase, a unctional
plan should be written detailing the current as-is situation and the desired
to-be situation. Everything you need should be detailed in the unctional
plan.
How ar w oin to brid th tchnoloy ap?How will w iplnt arktin IT 2.0?The written unctional plan can be put out to tender with several website/
sotware development companies. They then submit their bids or you to
compare. Next, you select the party in whom you have the most aith. Price
is not necessarily always the deciding actor.
Marketing intelligence
Business casemakg it
1.Informa
tion
tech
niques
2.
Marke
ting
-in
telligence
3.We
btechn
iques
4.
Campa
ign
techn
iqu
es
6.
Connect
ions
5.S
ales-managemen
t
Googlereader
Twitterapplications
W
ebanalytics
Googlealerts
Campaignanalytics
Customeranalytics
Contentmanagement
User
applications
Socia
lmedia
E-mailmarketing
S
MS
Socialsharing
Managingdirectmail
CRM
Salesfunnelmanagement
Onlin
eordering
Onlin
epayments
Internalsystems
Externalsystems
Socialmashups
101 2 3 4 5 6 7 8 9 STEPS / STATIONS
M
arketingIT
52 53Business case 2.0
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5 53
Ultimately, the business case is the most important deciding actor o all.
The business case tells us more about a strategy or campaigns chances o
success. A good business case also provides insight into inherent nancial
risks. Businesses and prot-based organizations look at prots.
Non-prot organizations look at the returns on their marketing eorts.
For both, a business case is o crucial importance. In this phase, it is use-
ul to seek advice rom the nancial director, manager or controller. Draw
up a business case with him/her. You will then win immediate support
rom senior management, the board o directors, etc.
A gOOD BuSINeSS CASe INCLuDeS THe FOLLOWINg
Basic AssptionsHere we explain the plan or the campaigns basic assumptions. These
include critical actors or success, uture trends, history or known issues. Its
scope is also o vital importance. What are planning to do exactly? What are
you going to do and what are you not going to do?
Objctivs & BnftsDetail the objectives or benets that we aim to achieve.
CostsInclude cost estimates or product development, branding, cross-media,
social media, web presence, marketing intelligence and marketing IT. Not to
orget the business impact i there is a need or additional human resources
temporary or otherwise. I you are having diculty estimating costs, then
ask or estimates or quotations rom potential suppliers. Make sure that you
indicate when these costs will be incurred. This is important or cash fow
management purposes and provides insight into the delay between costs
and revenues.
RtrnsReturns are just as important. Indicate the anticipated revenues. Substan-
tiate these gures with evidence. Perhaps you conducted tests or you arebasing gures on supposition or other data. Be realistic. Under-promise and
over-deliver! Present various scenarios that illustrate how results could di-
er. Decision-makers oten want to see the worst-case scenario.
IpactIndicate the impact o the new strategy on the organization and its sta.
Operating procedures may have to be changed and new roles/jobs may
have to be created.
RisksDecision-makers oten look at the inherent risks beore addressing other is-
sues. This is logical, but not always desirable. Sometimes, it is useul to ease
up and be less anxious about making decisions. It is also vital that all risks
are apparent. The nancial risks have already been discussed, but there are
oten other types o risks, e.g. legal, social, organizational or production-
related. Map these out properly and be realistic.
Conclsions & RcondationsDraw your conclusions based on the above-mentioned points. You are in
eect acting as a consultant. Try to look at the plan and the business case
that you wrote in an objective and unbiased manner.
Marketing IT
Organizationbu a
Step 11
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g
Once the plan is nished and approval has been given to move orward,
it is time to tackle organizational aspects. Nothing is as disappointing as
an organization that is not ready to move orward. We have to inspire,
motivate, inorm, delegate, educate and integrate.
The revamped organization will need to address the ollowing matters:
targetgroupsegmentation
targetgroup-basedproductpropositions
brandingstrategiessocialorotherwise
brandingthemessocialorotherwise
cross-mediaandsocialmediastrategies
cross-mediaandsocialmediacreatives
webpresencestrategies,Web2.0toolsandconcepts
marketingintelligence(customer+campaign+web+
market intelligence)
multi-channel/trademarketingstrategies
customerservice/onlinecare
Characteristics o adaptive organizations:
exibility openenvironment+inspirationalleadership
rapidresponsetochangingcircumstances
dynamicmarketing+campaignmanagement
specialistpersonnel(cross-media/socialmedia,marketingIT,
marketing intelligence, web development, etc.)
marketinginnovationpilotteams
availabilityofstate-of-the-artmarketingITsystems
availabilityofrecentmarketingintelligenceupdates
(customer+market+campaign+webinformation)
ORgANIzATIONS & INNOVATIONMarketingMondays ve steps to successul innovation are:
Inspiration
we will have to inspire in order to gain the organizations support. We
should share our presentation with everyone playing a role in the new
approach in an enthusiastic ashion. Make sure that everyone gets the
opportunity to have his/her say. Take eedback seriously and ask or
solutions.
Ownership
You will not be able to implement a strategy on your own. You need
participants, co-workers, ans and even resistance. It is important to esta-
blish ownership or each o the new strategy or campaigns components.
You can appoint owners to product development, cross-media/social media,
marketing IT and sales.
Cooperate intelligently
A compact, multi-disciplinary project team generally works perectly. The IT
Manager solves the marketing IT challenges and the sales coordinator takescare o proper sales processes. A good project team works together like an
orchestra. The music will sound wonderul i well conducted.
Knowledge & Skills
Marketing 2.0 is more complex than its predecessor, Marketing 1.0. This
implies that everyone needs to have the right knowledge and skills to make
the transition to new-style marketing. Make sure that everybody has access
to this knowledge.
Integration
Integrate this new way o working. The new team, the new suppliers and
the new results all orm part o this new way o working. Make sure that
this is experienced as being the de acto operating procedure. Old-style isdead, long live new-style!
Business case
Conclusionogaza
Step 12
Conclusion
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s wa a
wad makg 2.0. A a a
a u ad d a ag w
aga. b ag u w a, g
ad x, u w ua d uw aua wa f wkg. l
a a u a gud, u
ag g a u ga ag
wa.
If you have any questions, then please do not hesitate to contact me by
e-mail on [email protected] or via Twitter at @rvhooijdonk.
n a f ua a ad u, fad f ad wu
f rad a hjdk.
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