Real-time Marketing - Extracts

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Real-Time maRkeTing

2011

SPECIAL REPORTS


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practical

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benign

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newsjacking

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watercooler

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campaigns

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business

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conclusion

chapters

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intro

.02- / dx /

inDeX /

real-time marketing /

01 / 03 - 05

introDuction /

02 / 06 - 10

practicalities /

03 / 11 - 13

benign big brother /

04 / 14 - 17

newsjacking /

05 / 18 - 22

the real-time watercooler /

06 / 23 - 26

DriVing campaigns /

07 / 27 - 29

DriVing business /

08 / 30 - 32

conclusion / a pause for thought /


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introDuction /

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A amous test conducted on the London Underground system ound that

i a train grinds to a halt on the tracks, aggression and dissatisaction

levels amongst passengers on board can be lowered considerably i

an announcement is made within the frst 30 seconds o the delay. Any

longer than that, with no inormation, no communication, and no idea how

long the wait might be, heart rates start to rise and tempers start to ray.

The 30-second rule is even true or much longer delays. For example: ithe driver made an announcement within the frst 30 seconds and then

made you wait or ten minutes, youd take the inconvenience a lot better

than you would a wait o three minutes with no inormation at all.

A neat example o the power o real-time communication to manage

consumer behaviour, this shows that a speedy and timely response to

a problem can be worth any number o careully crated marketing mes-

sages. As a result, the unpredictable primordial soup caused by a mil-

lion voices talking all at once holds a unique appeal or contemporary

brands. According to Mark Earls, author o Herd: How to Change MassBehaviour by Harnessing our True Nature, it represents a chance to be

part o the culture in which you and your customers swim as opposed to

being a big corporation: sharing and supporting their issues, concerns

and worldview rather than just being a business that sits on the sidelines

and seeks merely to exploit them, cynically and economically.

From branding to business processes, real-time media

can offer opportunities for start-ups, SMEs and multi-

nationals alike

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intro


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Real-time is about more than just Twitter,

although the 200 million-strong poster child

or the movement has refned o-the-moment

inormation exchange to a dazzling art orm.

Live video streams, Facebook competitions,

digital response mechanics in retail and

even the unexpected runaway success that

is BlackBerry Messenger are all examples o

real-time in action.

And, as with all new orms o communica-

tion, real-time media has its reuseniks. Put it

this way: i, as a brand manager, the internet

scares you, Twitter is the stu o nightmares.

Hardly a day goes by without a well-inten-

tioned brand, agency or hapless employee

accidentally using the wrong account to

send out drunken party snaps to an audi-

ence o thousands; attempting sarcasm or

humour to the sound o no hands clapping;

or insulting a client whilst orgetting the car-

dinal rule o online communication - namely

that people can see you.

At the other end o the scale, there are

the new kids on the block the start-ups

young enough to have integrated real-time

media into their product oerings rom the

beginning. Its tempting to believe that i your

company didnt come o age in the real-timemedia era, the act o retroftting structures

and process to take it into account is an

impossibility. In truth, theres an application

o the technology to suit every brand. Theres

real-time advertising, leveraging the potential

o web streaming or a Twitter conversation to

create buzz and hopeully a ew more ans;

or real-time branding, in which daily com-

munication with your audience becomes as

much a part o the brand as the product itsel.

Real-time customer service is becoming

an essential or those markets in which Twit-

ter sees particularly high concentration, and

will no doubt continue to be so as mobile

penetration shoots through the roo o the

worlds emerging markets. For the extremely

committed, there is real-time business, in

which the ebbs and ows o a thousand con-

versations are put to work everywhere rom

the shop oor to the actory.

Real-time marketing is subject to the same

hand-wringing that has accompanied every

technological development since someone

frst fgured out how to sell a banner ad.

Whose job is it? I the agency, how do we

charge or it? I the client, how do we train or

it? How can we lean into the rame o popu-

lar culture to appear relevant? How do we

create one-on-one conversations with con-

sumers? What do we do with those connec-

tions when we have them? What do we do

when it goes wrong? What do we do when

it goes right? Why should we bother? Isnt it

easier to just buy a bunch o media space?To the last, the answer is an undoubted yes.

It IS easier to buy a bunch o media space,

and or some brands, this will continue to

be a straightorward and successul way

to raise the bottom line. And, while hard

metrics which relate to the eectiveness o

real-time marketing remain, or the moment,

elusive, its easy to see how this might be a

tempting option.

When you consider the loyalty created by

every switly resolved customer problem; the

excitement generated by an audience watch-

ing events occurring at that very second; andthe fnancial ramifcations o a business pro-

cess accurately sensitive to the tiniest uc-

tuations; the power and potential o real-time

media becomes hard to ignore.

In this report, we eature case studies rom

all over the globe showing how real-time can

help meet short-term, tactical brand objec-

tives as well as, over the long-term, how it

can eed into business processes. We also

explore some o the practicalities that mustbe considered beore brands embark on

real-time activity, and oer a ew pointers on

getting started.

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05 / 18 - 22

the real-time watercooler /

Television in particular is eeling the beneft o real-time social

media, as TV downtime becomes an opportunity or people to

socialise online around their avourite shows, and enhance theirviewing with streams o live content through their phones and

PCs. Rather than gathering in the kitchen or ofce to discuss

must-see programmes ater they have aired, users are now shar-

ing comments with riends via social networks as the show is

broadcast - the real-time watercooler.

According to UK television marketing body Thinkboxs Telly-

porting research into the UKs digitally-enabled population, 44%

have used social networks such as Facebook and Twitter while

watching TV. Amongst younger audiences this fgure is higher

still, with a March 2011 report rom UK digital agency Digital

Clarity fnding that 72% o mobile internet users aged under-25have used Twitter, Facebook or a mobile app to talk about a show

with riends.

As ar back as Barack Obamas 2009 inauguration, real-time

comments showed the power o social TV. A link up streaming

CNN coverage o the inauguration through Facebook led to 136

million page views, 21.3 million live streams and 4,000 status

updates per minute o the broadcast.iusraon:louou&

tumme/w

ww.ououandumme.com

Real-time channels such as Twitter

amplify buzz around events and content,

driving conversations around live enter-

tainment as people seek to socialise as

they watch, and closing the loop between

mass media viewing and one-to-one

conversations.


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intro

CONTAGIOUS INSIDER /

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or urther inormation

- / d /

creDits /

Contagious Editorial Director

Paul Kemp-Robertson

Edited byGeorgia Malden

Written by Contagious Insider

Katrina Dodd, Jess Greenwood, Nick Parish,

Will Sansom, Dan Southern

Additional writing and research by

Lucy Aitken, Greg Copeland, Emily Hare, Alex

Jenkins, Robin Leeburn, Fiona McKenzie, Ed White

Contributor

Tim Callington, Edelman Digital, London /

www.edelman.co.uk

Cover image

Litago, Let the Cows Decide, courtesy DIST creative,

Oslo

Illustrations

Jon McGhee, VCCP / www.vccp.com

Loulou & Tummie / www.loulouandtummie.com

Bertrand Masson

Design

FLOK Berlin / www.okline.com

Production

Smita Mistry

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Published May 2011

Real-time Marketing - Extracts

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