Wise businesses listen to wise consumers. Are you

Transcription

in cooperation with the Copenhagen Institute for Futures Studies
in cooperation with the Copenhagen Institute for Futures Studies
Published by
Published by
Blink #2 2009
Blink #2 2009
Wise businesses listen
to wise consumers.
Are you listening?
A new strong Nordic brand
on the rise.
Read the interview
Enter the age of dialogue
media,
trends &
consumer insights
Communication
as it should
be.
Dear Reader,
The Age of Dialogue
“The rise of digital communication has created millions of
dialogues between consumers on brands, and in this age of
dialogue, people have great power to influence each other.”
Our dear colleague, Matt Mee, has a clear, inspiring view of
how advertising has changed over the past 60 years – bringing us to the Age of Dialogue. Engaging in dialogue with your
customers is an enriching experience – but also challenging.
Suddenly, you can monitor what is said about your brands. The
tricky question is if and how you should react – and can you do
so in a trustworthy way?
We are still alive!
Despite the economic turbulence we are still in a good shape and continue to stay focused on publishing
BLINK – hopefully as inspiration to our readers.
BLINK is a partnership between MediaCom Nordic and Copenhagen Institute for Futures Studies. For this
edition, we asked Merete Busk (meretebusk.com) to redesign the BLINK logo and to give us a strong visual
concept. The magazine layout has been done in association with whomadeid (whomadeid.com) We are
also trying some new paper with better printing qualities and FSC-certification (http://www.fsc.org). We
are very excited about this new edition of BLINK and we hope you will be too.
Our ambition is to inspire our readers – to become a source of inspiration and knowledge. To give an
in-depth look into what’s happening in our world, and explore what will influence consumers, media
and communication.
This edition is about dialogue, so if you have great ideas, questions, wishes, complaints or just plain comments, please let us know.
Email: Signe Wandler ([email protected])
In a way, we are back to communication as it used to be –
personal and with a meaningful message for the receiver.
Facebook, Twitter, blogs et cetera are powerful platforms
where we all converse with each other – sharing our opinions,
pictures, experiences, disappointments – and these platforms
are already valuable communication channels for brands.
In this edition of BLINK, we want to inspire you to converse
with your customers – by showing how others have succeeded
and what the unwritten rules of social networking are.
We are also very excited that we can bring you the story
of Bring. It is rare that we experience the birth of new Nordic
Brands. In this issue, Gro Myking from Bring tells the story of
transforming Posten Norge and several local brands into one.
Enjoy the reading and start the dialogue
Jonas Hemmingsen
CEO, MediaCom Nordic Group
[email protected]
http://twitter.com/jwizzart
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Welcome
The age of dialogue
I Am Here
Trend predictions from the Blink panel
Creating a new Nordic brand
In advertising: Why go local?
A new business model?
Social media use in the company
Facebook: Learn the cardinal virtues and sins
Are you missing out on the Pink Dollar?
M:files
Content
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Trend predictions from the Blink panel
By Patrick Damsted
What will the future bring? MediaCom’s Nordic CEOs and global Chief Insight Officer has
identified five recession trends with a sixmonth perspective, and five general trends
with a longer perspective. Be prepared.
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The age of dialogue By Matthew Mee, MediaCom EMEA
We are entering the Age of Dialogue. Get arguments and tools to re-evaluate the power of
people influencing each other - in the light of
the new possibilities of communicating.
Cases:
A case of creating user value on Facebook
By Christian Godske, MediaCom Denmark
A case of listening to dialogue
By Aimar Niedzwiedzki, MediaCom Norway
I Am Here: One Man’s Experiment with the
Location-Aware Lifestyle By Mathew Honan, Wired
One man. Two phones. Dozens of GPS apps.
Mathew Honan reports from a three-week
experiment living la vida local. Our coordinates
have the potential to change all the outputs.
It is new territory. Are you coming?
Creating a new Nordic brand
By Signe Wandler, MediaCom Denmark
Bring and Posten Norge launched their new
identity and name in September 2008. In this
interview, Market Director Gro Myking explains
the process and how different organizations,
brands and countries can unify and operate in a
successful manner.
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Social media is not only about Facebook.
The number of available social media and the
number of people who use them are rapidly
growing. Some social media cover a large proportion of the target group or population, some
are not yet so widespread in the Nordic countries. Are you present on the relevant ones?
In Advertising: Why go local?
Comment by Lars Pynt Andersen, Associate Professor
In these days where it seems as if the
prophesies of economic depression are
competing for the deepest levels of
black, it would perhaps seem appealing
for some advertisers to try to cut costs
by not developing separate campaigns
for local markets. Or at least consider
using the same advertising regionally,
for example in Scandinavia or Northern
Europe. Is this the way to go?
By Patrick Damsted
If there is a market, there is also a
challenger to that market. But there
is only one basic business model that
can change function and role over
time. Since consumers are now more
in control, wise businesses change to
satisfy the wiser consumers.
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Facebook: Learn the cardinal
virtues and sins
By Nadja Pass, Reflexioner
Get the Facebook expert’s take on
personal and organizational virtues
and sins on Facebook.
By Carsten Lind, MediaCom Nordic
In this interview, Thomas Sonberg from ad
agency REPUTATION discloses how to run
successful campaigns towards the gay and
lesbian segment – known as the pink dollar.
See the do’s and don’ts and how SAS is successfully targeting the pink dollar.
M:Files
By Signe Wandler MediaCom Denmark
All the smaller things: The Ikea effect, Does
shopping makes us happy? What is not in common? How to listen to the dialogue in social
media, When and where to engage with customers. Opening up to the real world.
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The age
OF
The advertising industry has been
through interrupting the consumers, entertaining and engaging
them. The next is a plan to get talked about. In the age of dialogue, it’s
not what we say, it’s what they say
that counts.
dialogue
By Matthew Mee, MediaCom EMEA
Back in the 1930s, in the area of astronomy, the theory of ‘dark matter and dark energy’ rocked the scientific
world. It suggested that most of the universe was composed of non-visible matter whose existence could only be
detected by the effect it had on shaping galaxies. A massive
force that’s invisible to traditional measurements? It is a
pretty good metaphor for one of the hot topics of marketing right now (and for some time to come): the power of
consumers talking positively about brands.
Our intuition and personal experience tells us how important an influence other people are on making decisions
in all parts of our lives, but for many years it was not something marketers planned to use strategically. It is easy to ask
the question: Why?
From interruption to dialogue
Maybe the reason has something to do with the history of
marketing communications over the last few decades; a pattern
that has been formed over the last four successive ‘Ages’ of marketing communications (see box). And now we find ourselves
in the ‘the age of dialogue’
Age of Dialogue by Matthew Mee
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‘Ages’ of marketing communications
e
d
r
a
h
THE AGE OF
THE AGE OF
INTERRUPTION ENTERTAINMENT
1950s–1970s
Formed by the growth
of TV as the predominant mass medium. Where people were
1970–1980s
An age formed by a
massive increase in brands and advertising. The way to cut
THE AGE OF
ENGAGEMENT
1980s – PRESENT
The prolif-
eration of media channels and fragmentation of audiences
o
r
h
tt
u
c
o
t
r
h
g
u
THE AGE OF
DIALOGUE
PRESENT–
The rise of digital communica-
tion has created millions of dialogues between consumers on
still actively seeking the excitement of innovation and the re-
through to consumers was to make short pieces of films
created a new emphasis on finding the right people at the
brands, and in this age of dialogue, people have great power
assurance of brand names that advertising delivered to them.
(often with higher budgets than the content that surrounded
right time to ensure that they truly engaged with the brand’s
to influence each other. “A person like myself” is in this age
them). This is the age where there was given rise to the
message. This is the era when media planning and buying
far more credible than an expert source.
power of the creative agencies.
became more important strategically.
change from 2003 to 2008 is the rapid rise of ‘A person like
myself ’ being far and away the most credible source of information - far more than comparable ‘expert’ sources. It’s
a very human response to an increasingly complex world.
Promoters and, voila, you have a simple score which is
claimed can predict growth. (See box on the next page).
Indeed, the study was validated in the UK by the
London School of Economics which concluded:
In the past, we measured what we felt we could control:
the direct delivery of crafted communications to a nominal audience - reach and frequency. Now the rise of digital
communications has forced us to re-evaluate the millions of
dialogues between consumers that shape their opinions of
brands and, as a consequence, their actions.
It has forced everyone in marketing to re-evaluate the
‘dark energy’ of communications – the power of people to
influence each other - and it poses some profound questions about the way that we construct communications.
Perhaps, rather than planning to ‘reach’ and hoping that
we get talked about, we should be planning to get talked
about in the right way, so that ‘reach’ will follow!
Also, it’s logical, that in this time of being overloaded
with choice and distrust in brands and institutions, we
look to our peers for help. The US based PR company
Edelman’s authoritative ‘Trust Barometer’ study (source:
2008 Edelman Trust Barometer) shows that the biggest
The Magic Number
One of the most talked-about ways that has been developed to monitor this ‘dark energy’ is the ‘Net Promoter
Score’. This measure was the brainchild of Frederick
Reichheld, a Bain consultant who was looking for a simple
measure that would correlate strongly with growth and which
would provide a clear, integrated focus for business strategy.
He ended up with a measure based on asking people
one question on a 0-10 scale ‘How likely is it that you
would recommend this service/company to a friend or colleague’. He split the responses into three groups: Promoters
(9-10 rating), Passives (7-8) and Detractors (0-6). Subtract
the percentage of Detractors from the percentage of
That companies with higher levels of word
of mouth advocacy grew faster than competitors in the test period.
That a 7% increase in word of mouth advocacy unlocks 1% of additional growth.
That a 1% reduction in negative word of
mouth for the average company in the survey resulted in £24.84m in additional sales.
This simple measure has been controversial amongst
some researchers, but it provides a hard business case to
support ‘word of mouth’ recommendation as a powerful driver for business. It also provides a basis for thinking
in terms of communication planning: if ‘advocates’ are so
brilliant for business, how can we then design communications to generate more of them?
Advocacy and the ‘Hawthorne Effect’
Another case that has featured in conversations around
marketing and advocacy is ‘The Hawthorne Effect’, so called
due to a study conducted in the 1920s at the Hawthorne
Electrical plant in Illinois. While studying the impact of
lighting on productivity, the researchers found that productivity arose regardless of this variable: the simple fact of
being involved in the study was the variable that changed
performance.
The idea that we can generate advocates by creating
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Mavens: category specialists who actively
gather information about their areas of interest. Because of their focus, they are often the
first people to be ‘in the know’.
Connectors: the kind of people who maintain
a wide network of acquaintances and who will
use the insights of a maven as a way to connect with their network.
In combination, these two groups are the axis that
connects the mass market with categories and brands.
it’s not what
we say,it’s what they say
that counts
Net Promoter Score
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9
8
7
PROMOTERS
The logical place to start in trying to harness this ‘dark
energy’ is people. What practical steps can we take when
thinking about our communications planning?
Malcolm Gladwell’s influential book The Tipping Point
drew attention to the role of different types of people in facilitating the distribution of ideas and actions in the wider
population. Two key groups play a powerful role in the ‘diffusion’ of trends:
Understanding the different needs of mavens and connectors when designing communications can ensure that we
give our products the best chance of being talked about in
the right way.
Are we as marketers giving our category mavens the sneak
previews and privileged access to information that gets them excited? Are we also creating assets in advance that we know can be
used by connectors as ‘social currency’?
Also, from a targeting perspective it is possible to use
standard desk top tools to provide a top line way of identifying and quantifying these types: In the local Media Index in
each country there are statements relating to ‘being the first to
know’ (maven) or ‘coming to me for advice’ (connectors) that
makes it possible to see how the target audience changes for
different categories.
Net Promoter Score
6
=Share of Promoters –
5
4
3
2
extremely
likely
PASSIVES
Based on this psychological bias, just by asking a consumer
whether they would prefer a ‘blue’ or ‘green’ pack makes them
more likely to advocate for the brand.
Indeed, it’s possible to build some of this thinking into
campaigns from the start. For example, the Puma ‘Create’
fragrance campaign in Poland opened up the opportunity for
consumers to suggest designs for the pack. The campaign drove
over 25,000 entries, but also benefited from the impact that the
campaign had in terms of involving consumers in the product
evolution. Ultimately ‘user generated’ (ie. 1881 in Norway and
Libresse in Sweden featured in the last edition of BLINK) and
‘open source’ strategies (like Dell’s idea storm web site) will be
measured on their ability to push up levels of advocacy, not
simply on the basis of numbers reached.
Galvanizing the right people
Share of Detractors
DETRACTORS
involvement in this way may be the key success factor behind
Procter & Gamble’s spin-off company Tremor/Vocalpoint.
Large panels of ‘connectors’ (using highly networked consumers) can be used by brands as a flexible research/opinion panel,
with the effect that, in the process of the research, thousands
will become more actively positive about the brand or service.
1
0
Activating loyalists and communities of interest
It seems obvious that, if you are seeking to mobilize advocates, you would start by developing a strategy using your
loyalists. This is different from a communications plan designed to up-sell them or keep them from leaving your brand
extremely
unlikely
Promoters give a 9-10 in rating, Passives a 7-8 in rating and Detractors
a rating of 0-6. Subtract the percentage of Detractors from the percentage of Promoters and the score will predict growth.
Remember; in the age of dialogue,
Growth in "Trust in Spokespeople,United States (2003-2008)"
“If you heard information about a company from each of these sources, how credible would it be?”
173%
A person like yourself
64%
CEO of a company
54%
Regular employee of a company
51%
Financial/industry analyst
Doctor/Health care specialist
43%
Non-profit/NGO representative
43%
Academic
26%
0%
20%
40%
60%
80%
100%
120%
140%
160%
180%
200%
Source: Edelman Trust Barometer 2008
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Creating
user value
on Facebook
A CASE OF
In the past, we would connect with people who lived near us or
worked with us. Now we meet in communities of interest: The
Metallica Fan Club has over 1 mio members.
(common roles for CRM marketing).
The role for communications here is clear: this is about
turning them in to active loyalists; people who are not only
loyal to the brand in terms of habitual behavior, but who
are able to say why they’re loyal to other people. This can
be done by reminding people of why they are connected to
a brand or giving them additional reasons to stay loyal and
keep talking about you.
Although often overlooked in the search
for increased penetration, a focus on activating loyalists could be the marketing
lever that really delivers lasting growth.
There is a challenge in all of these approaches to the old
model of targeting: that our ‘target’ is composed of isolated individuals (with impacts measured accordingly).
In order to succeed in the age of dialogue we need to
change our outlook and see our ‘targets’ as connected
to each other by a massive variety of different links.
Whereas in the past, we would have most connections
with people who lived near to us or worked with us, digital communications facilitate the opportunity to link with
anyone who is interested in the same things or shares the
same values as us and give such ‘communities of interest’
great scale and accessability. Whether it’s a love of Heavy
Metal (Metallica Fan Club – over 1 million members) or
the great outdoors (the UK Caravan Club also has 1 million members) networks of like-minded consumers are easy
to identify and reach. All brands have to do is think about
what they could do to add value to the communities and
get them talking positively.
Whether it’s a preferential rate, a sample to test or information and expertise, communications planners should always be
looking for ways to capitalize on the networks that connect us.
Learning to measure it, learning to manage it
The power of people to influence other people has been
rediscovered. This massively influential force, although invisible to many of the measurements that have been used in the
past, needs to be integrated in to the age of dialogue thinking so that the communication lives up to its full potential.
Remember; in the age of dialogue, it’s not what we say,
it’s what they say that counts.
BIO: Matthew Mee is Head of Strategy and Freshness for MediaCom
EMEA. Roughly translated that means a focus on two things:
1. Working together with MediaComs communications planners to
create the most insightful, inspiring comms planning community
in the world.
2. Working with all colleagues to make MediaCom the best place
for curious motivated people to work.
Telmore revived their free phoning feature when they incorporated
it into their customers’ existing network on Facebook.
By Christian Godske, MediaCom Denmark
Telmore is a Danish mobile telephony company that
allows unlimited free calls to other Telmore subscribers for
a fixed amount. The feature is called Telmore-to-Telmore.
The main goal of the Facebook application was to
increase the use of Telmore-to-Telmore.
A secondary objective was to use this feature as a retention tool. The key insight was to link Telmore closer to the
subscriber’s existing social network and highlighting the
real user value of the Telmore contract, namely keeping in
touch with friends in an inexpensive way. Not just as an
opportunity, but by putting real faces and names to the
list of people that could be called for free. Giving much
more value to the product and also engaging the ‘exploring’
nature of the core audience.
In addition to driving the Telmore-to-Telmore business
case, this solution also provides a measurable improvement
in retention i.e. having easy access to all of your friends in a
single place (with us!) is a very good reason to stay!
Facebook is the biggest social media platform in
Denmark. And using the unique nature of this platform
to combine subscribers’ existing social network (‘friends’)
with information about which of the friends who were also
Telmore subscribers would result in the tangible Telmoreto-Telmore phonebook. The setup supports a unique and
ever growing social phonebook with a list of all friends that
can be called for free with Telmore and thereby adding real
value to the users.
Developing the Telmore Facebook application also lets
Telmore screen the users who installed the application,
by identifying which telephone operator the users already
have. Using this information and the permission given
when installing the application, Telmore gains the potential to communicate in a much more relevant and detailed
way with both existing customers and non-Telmore user
e.g. offering pink phones to girls or special offers to people
who have a contract with another operator.
BIO: Christian Godske is Digital Evangelist at MediaCom Denmark
with a focus both on business development and on getting the
clients of MediaCom closer to their customers.
Contact: [email protected] Tel: +45 33 76 00 39
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It is crucial to all dialogue that you start
by listening. And that is what H&M did
in this case where they identified the
best fashion blogger in Norway.
By Aimar Niedzwiedzki, MediaCom Norway
How to succeed with a brand in Social Media? This is a
difficult question and one that has no sure answer. But one
thing is certain. Corporate campaigns have a tendency to
interrupt when they appear in social media. Instead of acting
like a bull in Pamplona, you’d better start a bit more gently.
Let’s look at blogging. Blogs are in some ways a modern
diary. The difference is that we share it gladly (hence your
younger brother has lost an area to be mean in). The most
basic of blog content can be described as “me and my cat.”
Sometimes you can find treasures of interesting cat content, but most of the time this is for the blogger and her
friends. I say her since the majority of bloggers are female,
especially among those writing about cats.
But for some the cat has been thrown overboard and new
content has arrived. Like me and my outfit. This has been
of great importance for the rise of the phenomenon called
THE
Listening to
A CASE OF
Dialogue
fashion blogs. The variety of fashion blogs are bigger than
“me and my outfit:” you’ll find outfitters, make-up artists
and other professionals sharing stories about their work and
DIY tips – and let’s not forget aspiring designers and fashion
journalists. What they all share is their passion for fashion.
As Matthew Mee describes in the article “the Age of
Dialogue,” you’re either talked about positively, negatively
– or not at all. Not at all is, of course, the worst scenario.
Indifference has never been good in brand-building. And,
in the blogosphere, you’re not able to track the nothingness. Negative, yes: and by listening to it, you can adjust
your communication or, even better, start a dialogue to
improve the relationship and make it positive. The positive
ones? Give them a proper amplifier.
Today, several companies offer services to give you the
chance to become that aforementioned bull in Pamplona.
Isn’t it better to figure out the indifference, the negatives
and the positives and where you can take your brand
further? Here is where the listening makes its remarkable,
obvious appearance.
And that’s what we explored for H&M when we
created Moteblogg 08. In a partnership between H&M,
MSN and Costume, we wanted to understand how big the
phenomenon of fashion bloggers had become in Norway.
Instead of interrupting the many elegant and chic fashion
conversations, MediaCom suggested we amplify those
voices. Moteblogg08 (Fashion blog 08 – Norway’s best
fashion blog) was the solution. MSN dedicated a section
page to find the best bloggers on fashion in Norway. We
asked the blogosphere to tip us about their favorite fashion
blogs. The result was outstanding.
Age of Dialogue Case: Listen Up
More than 500 blogs were nominated for the
award and readers of MSN.no/moteblogg08 voted
for their favorite after a jury had selected top 10
nominees. More than 70,000 people visited the
Moteblogg 08 section on MSN.
In addition to nominating blogs for the competition,
they could be entertained with films of H&M catwalks, get
tips about recommended international fashion blogs and
read a “How to create a good blog” article for newbies. The
site was a natural extension of both the media partners and
H&M in all matters, and through the three months we ran
the competition, not one single negative remark appeared in
the blogosphere. It was positive enthusiasm all over.
By the end of the campaign, we had information about
more or less every fashion blog in Norway.
So before you start writing that corporate social media
strategy, why not start by listening? We believe that figuring
out what makes people “tick” will better equip you to start
conversations in social media. But hearing what the lovers
and haters of your brand say can be important for other reasons as well. What they say can affect your communication
strategy. Are you ready to listen?
BIO: Aimar Niedzwiedzki is Creative Producer – Digital Media at
MediaCom Norway. He blogs on marketing in english at: http://digdigg.blogspot.com and in norwegian at http://norvegiasyndromet.
blogspot.com.Contact : [email protected], Tel:+47 92 80 84 70
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I Am Here
37.781641 °N,
122.393835 °W
One Man’s Experiment
with the Location-Aware Lifestyle
I’m baffled by WhosHere. And I’m no
newbie. I built my first Web page in
1994, wrote my first blog entry in
1999, and sent my first tweet in October 2006. My user number on Yahoo’s
event site, Upcoming.org: 14. I love tinkering with new gadgets and diving
into new applications. But WhosHere
had me stumped. It’s an iPhone app
that knows where you are, shows you
other users nearby, and lets you chat
with them. Once it was installed and
running, I drew a blank. What was I going to do with this thing?
By Mathew Honan, Wired
So I asked for some help. I started messaging random people within a mile of my location (37.781641 °N, 122.393835
°W), asking what they used WhosHere for.
My first response came from someone named Bridget,
who, according to her profile, at least, was a 25 year-old
woman with a proclivity for scarves. “To find sex, asshole,”
she wrote.
“I’m sorry? You mean it’s for finding people to have sex
with?” I zapped back.
“Yes, I use it for that,” she wrote. “It’s my birthday,” she added.
“Happy birthday,” I offered.
“Send me a nude pic for my birthday,” she replied.
A friendly offer, but I demurred. Anonymous geoshagging is not what I had in mind when I imagined what the
GPS revolution could mean to me.
The location-aware future —good, bad,
and sleazy—is here.
Thanks to the iPhone 3G and, to a lesser extent,
Google’s Android phone, millions of people are now walking around with a gizmo in their pocket that not only
knows where they are but also plugs into the Internet to
share that info, merge it with online databases, and find out
what—and who—is in the immediate vicinity. That old
saw about how someday you’ll walk past a Starbucks and
your phone will receive a digital coupon for half off on a
Frappuccino? Yeah, that can happen now.
Simply put, location changes everything. This one input—our coordinates—has the potential to change all the
outputs. Where we shop, who we talk to, what we read,
what we search for, where we go—they all change once we
merge location and the Web.
I am here
19
I wanted to know more about this new frontier, so I
became a geo-guinea pig. My plan: Load every cool and
interesting location-aware program I could find onto my
iPhone and use them as often as possible. For a few weeks,
whenever I arrived at a new place, I would announce it
through multiple social geoapps. When going for a run,
bike ride, or drive, I would record my trajectory and publish it online. I would let digital applications help me decide where to work, play, and eat. And I would seek out
new people based on nothing but their proximity to me at
any given moment. I would be totally open, exposing my
location to the world just to see where it took me. I even
added an Eye-Fi Wi-Fi card to my PowerShot digital camera so that all my photos could be geotagged and uploaded
to the Web. I would become the most location-aware person on the Internets!
The trouble started right away. While my wife and
I were sipping stouts at our neighborhood pub in San
Francisco (37.770401 °N, 122.445154 °W), I casually
mentioned my plan. Her eyes narrowed. .
“You’re not going to announce to
everyone that you’re leaving town
without me, are you? A lot of weirdos
follow you online.”
Sorry, weirdos—I love you, but she has a point.
Because of my work, many people—most of them strangers—track my various Flickr, Twitter, Tumblr, and blog
feeds. And it’s true; I was going to be gone for a week on
business. Did I really want to tell the world that I was out
of town? It wasn’t just leaving my wife home alone that
concerned me. Because the card in my camera automatically added location data to my photos, anyone who cared
to look at my Flickr page could see my computers, my
spendy bicycle, and my large flatscreen TV all pinpointed
on an online photo map. Hell, with a few clicks you could
get driving directions right to my place—and with a few
more you could get black gloves and a lock pick delivered
to your home.
To test whether I was being paranoid, I ran a little
experiment. On a sunny Saturday, I spotted a woman
in Golden Gate Park taking a photo with a 3G iPhone.
Because iPhones embed geodata into photos that users
upload to Flickr or Picasa, iPhone shots can be automatically placed on a map. At home I searched the Flickr map,
and score—a shot from today. I clicked through to the
user’s photostream and determined it was the woman I had
seen earlier. After adjusting the settings so that only her
shots appeared on the map, I saw a cluster of images in one
location. Clicking on them revealed photos of an apartment interior—a bedroom, a kitchen, a filthy living room.
Now I know where she lives.
Geo-enthusiasts will assure you that these privacy concerns are overplayed: Your cell phone can be used to pinpoint your location anyway, and a skilled hacker could likely
get that data from your mobile carrier. Heck, in the UK,
tracking mobile phone users is as simple as entering their
number on a Web site (as long as they give permission). But
the truth is, there just aren’t that many people who want to
prey on your location. Still, I can’t help being a little skittish when I start broadcasting my current position and travel
plans. I mean, I used to stop newspaper delivery so people
wouldn’t realize I was out of town. Now I’ve told everyone
on Dopplr that I’m going to DC for five days.
And location info gets around. The first time I saw my
home address on Facebook, I jumped—because I never
posted it there. Then I realized it was because I had signed
up for Whrrl. Like many other geosocial applications,
Whrrl lets you cross-post to the microblogging platform
Twitter. Twitter, in turn, gets piped to all sorts of other
places. So when I updated my location in Whrrl, the message leaped first to Twitter and then to Facebook and
FriendFeed before landing on my blog, where Google
indexed it. By updating one small app on my iPhone, I had
left a giant geotagged footprint across the Web.
A few days later I had another disturbing realization.
It’s a Tuesday and I’m blowing off a work meeting in favor of a bike ride through Golden Gate Park (37.771558
°N, 122.454478 °W). Suddenly it hits me—since I
would later post my route online with the date and time,
I would be just a Google search (“Mat Honan Tuesday
noon”) away from getting busted. I’m a freelancer, and
these are trying economic times. I can’t afford to have the
Internet ratting me out like that.
To learn how to deal with this new openness, I met
with Tom Coates at Caffe Centro (37.781694 °N,
122.394234 °W). Coates started Fire Eagle, a sort of location clearinghouse: You tell Fire Eagle where you are, and
it sends that info to a host of other geoapps, like Outside.in
and Bizroof. Not only does Fire Eagle save you from having to update the same information on multiple programs,
it also lets you specify the level of detail to give each app—
precise location, general neighborhood, or just the city
you’re in. The idea is that these options will mitigate privacy concerns. In addition to this, as Coates puts it: “You
have to have the ability to lie about your location.”
Any good social geoapp will let you type in a fake
CELL TOWERS
WI-FI
500 meters
GPS
GPS
WI-FI
CELL TOWERS
Accuracy: varies
Accuracy: 30 meters
Accuracy: 10 meters
(about 500 meters in our test)
The iPhone can also pinpoint its
GPS satellites orbit Earth, con-
You might think that your iPhone
location using Wi-Fi. A company
stantly broadcasting an identifica-
triangulates its location by using
called Skyhook cruises cities to
tion signal, their location in space,
multiple cell towers, but it actually
map the location of Wi-Fi nodes.
and the time on their atomic clock.
needs only one. After identify-
The iPhone sniffs them out, mea-
The iPhone uses assisted GPS,
ing the single nearby tower that
sures their signal strength, and
which means it can tap into an
it’s pinging, the iPhone queries a
reports back to Skyhook’s servers.
assistance server and a reference
database at Google that lists the
Based on its database, Skyhook
network, helping to get a more ac-
location of cell towers. That infor-
computes where you must be to
curate GPS reading more quickly.
mation is sent back to your phone,
have that particular pattern of
telling the device approximately
signal strengths.
Pros: By far the most accurate
location system available.
where it is.
Pros: Fast. Surprisingly accurate if
Cons: Although A-GPS is much
Pros: Very fast. Works anywhere you
you’re in an area with high network
faster than conventional, it’s
To pinpoint your location, your mobile phone talks
have a cell signal, including inside.
density.
still rather slow. And because
to cell towers, GPS satellites, and Wi-Fi nodes. But
Cons: Accurate enough to find
Cons: Useful only in urban areas
it requires a view of the sky, it
restaurants, but not for directions.
with lots of Wi-Fi networks.
doesn’t work indoors or in built-up
WHERE IN THE WORLD IS MY IPHONE?
urban areas.
there’s a trade-off between speed and accuracy.
Here’s how Apple’s handset knows where you are. —
Patrick Di Justo
I am here
21
position manually, Coates says. Great news; I didn’t need to
get busted for missing meetings—or deadlines—ever again.
I was starting to revel in the benefits of location awareness. By trusting an app (iWant) that showed me nearby
dining options, I discovered an Iraqi joint in my neighborhood that I’d somehow neglected. Thanks to an app
(GasBag) that displayed gas stations with current prices,
I was able to find the cheapest petrol no matter where I
drove. In Reno, one program (HeyWhatsThat) even gave
me the names and elevation profiles of all the surrounding mountains. And another (WikiMe), which displayed
Wikipedia entries about local points of interest, taught me
a thing or two about the San Francisco waterfront. (Did
you know the Marina District exists largely because a land
speculator built a seawall in the 1890s?) These GPS tools
were making me smarter.
And more social. While working downtown one day,
it looked like I was going to have to endure a lonely burrito lunch by myself. So I updated my location and asked
for company. My friend Mike saw my post on Twitter and
dropped by on his way to the office. Later, I met up with a
couple of people I had previously known only online: After
learning I would be just around the corner from their office,
we agreed to get together for coffee. One of them, it turns
out, works in a field I cover and gave me a tip on a story.
But then, two weeks into the experiment, I bumped
into my friend Mindy at the Dovre Club (37.749008 °N,
122.420547 °W). She mentioned my constant updates,
which she’d noticed on Facebook. “It seems sort of odd,”
she said with a note of concern. “I’ve been a little worried
about you. I thought, ‘Wow, Mat must be really lonely.’”
I explained that I wasn’t actually
begging for company; I was just
telling people where I was. But it’s
an understandable misperception.
This is new territory, and there’s no
established etiquette or protocol.
This issue came up again while having dinner with a
friend at Greens (37.806679 °N, 122.432131 °W), an upscale vegetarian restaurant. Of course, I thought nothing of
broadcasting my location. But moments after we were seated,
two other friends—Randy and Cameron—showed up, obviously expecting to join us. Randy squatted at the end of the
table. Cameron stood. After a while, it became apparent that
no more chairs would be coming, so they left awkwardly. I
felt bad, but I hadn’t really invited them. Or had I?
There were also missed connections—lots of missed
connections. Apple doesn’t let applications from outside
software makers run in the background on the iPhone—
for a third-party app to work, it has to be the one currently
on the screen. Apple says it does this to prevent random
programs from sucking down your battery and degrading your phone’s performance. As a result, iPhone location apps can’t send out constant updates. This means that
people are often showing up where you were, rather than
where you are. On a Friday afternoon, for example, I posted
an update looking for nearby friends to share a postwork
beer downtown (37.787229 °N, 122.387093 °W). A short
time later, I heard back from my friend Lisey, who wanted to meet up. But I had already moved on to Zeitgeist
(37.770088 °N, 122.422194 °W), a beer garden in San
Francisco’s Mission District. I again updated my location.
But the place was packed, so I decided to split and headed
to Toronado (37.771920 °N, 122.431213 °W), a bar closer
ECORIO: With ECORIO you can find out what
your carbon footprint actually means in context
TWINKLE: Lets you add images to
your tweets.
IWANT: Allows you to find gas,
restaurants, and shopping centers
around you
FIREEEAGLE: Takes your location to the web.
GASBAG: Helps you find the cheapest
gas around your current location
HETWHATSTHAT: HeyWhatsThat will tell you
which mountains you see in the distance, providing a 360° panoramic sketch labeled with the
names of the peaks you’re looking at.
I am here
23
to home. Just after I left, I heard from Lisey again, who was
now on her way to the Mission. I had accidentally dodged
her twice. I later discovered that two more pals had shown
up at Zeitgeist looking for me.
One way around such snafus is to use the Google
phone, T-Mobile’s G1. Unlike the iPhone, the G1 lets programs run in the background, so you can launch locationaware apps and keep them humming while you do other
things—check email, make calls, take pictures—or just
drop the phone in your pocket.
I borrowed a G1 to see what it could do that the
iPhone couldn’t. One of the first apps I set up, Ecorio,
tracked my every movement and used that data to generate
a report card on my carbon footprint. Since I get around
mostly on foot, bike, or mass transit, this program confirmed my suspicion that I personally was saving the earth.
Another app, Locale, kicks in when you enter certain
zones—you can set your ringer to go silent when you arrive
at work, for instance. I used it to send messages to Twitter
automatically when I came within a half mile of home or
the Wired office. LifeAware not only tracks your phone, it
also allows you to connect with other people running the
app on their phones, showing you their current location.
You can use it to monitor employees, your children, maybe
even a spouse. Sadly, I couldn’t get anyone to connect with
me—for some reason, nobody wanted me to track their
every movement.
These features were nice, but they didn’t completely sell
me on the G1. Sure, the iPhone 3G has limitations, but its
popularity (6.9 million units sold in its first quarter) means
there are more applications available for Apple’s handset.
One of my favorites is Twinkle, a Twitter widget that lets
you see posts from users in your area, even if you don’t subscribe to their feeds. Twinkle reminded me of what a great
geoapp can do: take an existing service and make it more
practical by adding location data. When flames shooting
into the night sky appeared to be coming from a nearby
hilltop, my Twinkle feed, not the local news, informed me
that the fire was actually across the water on Angel Island.
Apps like Twinkle, of course, are just the beginning.
The next round of location tools will be even more pervasive, pushy, and predictive. You’ll be able to sort through
your emails by where you were when you sent them and
read blogs written only by writers within your zip code.
Everything with an engine is going to be tracked, so you’ll
know precisely where your bus, taxi, or airplane is at all
times. We’re going to see more data being pushed to devices as we enter and leave certain areas. And information
on who’s doing what and where will be crunched for even
smarter services.
I was coming to love this new definition of self-centeredness. Then my experiment came to a screeching halt
on Interstate 80 just east of Sacramento. I was screaming
along at 85 miles an hour in my Civic Hybrid (it can too
go that fast), cranking Lil Wayne while scanning for cops.
Only I wasn’t checking the rearview mirror; I was staring
at an app that flags speed traps.
Suddenly an object loomed large in my windshield. A
jade-colored Prius had slowed almost to a stop in front of
me. I stomped the brakes and swer-ved onto the shoulder
to avoid a hybrid mashup. My heart raced.
I am here
And that’s when it hit me: I had
gained better location awareness
but was losing my sense of place.
Sure, with the proper social filters, location awareness needn’t
be invasive or creepy. But it can
be isolating.
Even as we gradually digitize our environment, we
should remember to look around the old-fashioned way. I
took a deep breath, pulled back onto the highway, and drove
home—directed by the Google Maps app on my iPhone, of
course. And I didn’t get lost once.
Mathew Honan is contributing editor at Wired
Originally published in Wired
25
CASE:
Location-based services
in the Nordics
For many years, many have dreamed
of being able to market relevantly to
prospects based on the prospect’s
geographic location. Google Latitude,
Nokia MAPS 3.0 and Tjekbenzin are
three different initiatives showing it
is practically possible to use locationbased services. The examples also
show results.
Google Latitude
Nokia MAPS 3.0
Tjekbenzin
Location-based services is here to stay. As users and
brands, we must learn to use the possibility in a relevant
and meaningful way. It is like having an effective bread
knife in the kitchen; we must use it sensibly. The same applies to social and location-based services. As long as the
service provides clearly-experienced added-value, consumers are ready to use these new and exciting opportunities.
It’s free. It is effective and it is entertaining. In the
days of fixed, landline telephony, our conversations often started with “what are you doing?” Mobile telephony
brought us to “where are you?” And in the future, we may
start by asking “What are you doing on Times Square?”
Earlier this year, Google launched an expansion of
Google Mobile Maps. Google Maps makes it easy to navigate with your mobile phone. Google Mobile Maps is similar
to the features you find on maps.google.com. Maps for the
mobile phone is built on a Java platform, which means most
phones by far can use the service. In addition to maps and
satellite images, Google Maps help users get from A to B. It
offers a route map and accompanying text explanation. The
great thing is that you need not have built-in GPS to take
full advantage of the free functions. Google has built a sophisticated system that reliably determines your current location without the use of built-in GPS in the phone.
But it gets better. Google Latitude (which really is Google
Maps Mobile, a version 3.0) now makes it possible to share
your location with others. In practice, you receive a text message on your phone that lets you see the location of family, friends, colleagues and customers on a map, each represented by a small icon with the person’s picture. Of course, it
is permission based. And as Honan points out in his article,
Latitude lets you manually update your location or disable the
function entirely.
The right place at the right time with a high-potential customer. Little added value is required from McDonalds for me
to take the exit when I cross the Great Belt Bridge at Nyborg.
In recent years, Nokia has invested heavily in GPS and
map services to mobile phone. By installing GPS modules
in most phones – based on telephony companies’ unwillingness to allow phone manufacturers and consumers to
access information about mobiles location – Nokia may
have given the market the possibility to create services on
the basis of this information.
In 2008, Nokia launched the latest version of the
MAPS concept, version 3.0 and has managed to put more
and more functionality on the platform. There is not only
general map information, but also additional service, such
as 3D services.
The next step is to use the information around a planned
route. For example, if I plan to drive to Jutland to visit my
family, my mobile phone knows very well which route I will
take and can warn me of traffic problems along the way. If I
combine my route with my time of travel, I know my children will start getting hungry at about 1PM, just as we cross
the Great Belt Bridge. And here is where MAPS 3.0 starts to
get interesting: If I have authorized McDonalds to contact
me with special offers, they can use my profile, my itinerary and the time of day to offer me relevant information - or
advertising, as others would say. This means that marketing
now becomes absolutely contextual.
The results are obvious. Even though click-through
rates on mobile banners are six to 10 times higher than on
Website banners, Tjekbenzin (“Check Gasoline”) beats
even that: we are talking a click-through rate of 15%. This
is like comparing a city bus to the space shuttle.
To emphasize that the scenario of contextual marketing
is not far from reality, Tjekbenzin has already implemented
these possibilities for users in Denmark.
Tjekbenzin was first developed for iPhones by the company releaze. Like GasBag, described in Honan’s “I Am
Here” article, Tjekbenzin offers information about current
gasoline prices in Denmark. My phone’s embedded GPS
will ensure that I receive relevant information about the stations that are in my area. Most people understand that part
of the story.
The interesting thing is that Statoil has run a campaign
through the service. When I search for cheap gasoline, or
punch in price data for others, advertisements pop up at
the bottom of my screen. What is ingenious arranged is
that when I see ads in the morning, I am offered newlybaked pastries at Statoil. At mid-day, the offer is a hotdog
and chocolate milk. Later, I am offered a cup of coffee and
a doughnut and, later, chips and a cola. And, finally, in the
evening, the ad appears offering me a 3-for-2 carwash deal.
Read more about Mobile Marketing and Advertising.
Try the new Google Latitude. Send MEDACOM GOOGLE to
Try the new Maps 3.0. Send MEDIACOM MAPS to +45 24
Try the new Tjekbenzin, which now also works for “reg-
Send MEDIACOM to +45 24 77 78 00
+45 24 77 78 00 - we will send you a link from which you
77 78 00 - we will send a link. Requires that your phone
ular” phones. Send MEDIACOM PETROL to +45 24 77 78
can download the free application.
has Series60 OS - typically Nokia E and N series.
00 - we will automatically send a link.
I am here Case: Location-based services in the Nordics
27
Trend predictions from
the BLINK panel
The media market is evolving rapidly.
It may sound like a cliché, but it is no
less true for that. In this article, you
can read the Blink panel’s thoughts
about the future of the media and advertising market. The Blink panel consists of several Mediacom employees,
primarily based in Scandinavia. In this
issue, it is the Nordic CEOs and global
Chief Insight Officer who offer views
about where the pulse is high on the
market now and in the long term.
The panel has identified two sets of
trends: recession trends that have a
six-month perspective, and general
trends that have a longer perspective.
By Patrick Damsted
Ruben Søgaard,
CEO MediaCom
Norway
Mika Hayrinen,
CEO Virta Media Community
Finland
Mick Mernagh,
Chief Insight
Officer,
MediaCom
Worldwide
Jonas
Hemmingsen,
CEO MediaCom
Nordic
Linus Hjoberg,
CEO MediaCom
Sweden
Ulrik Thagesen,
CEO MediaCom
Denmark
Trend predictions from the Blink Panel
29
The Five recession trends
SMALL, NEW ADVERTISERS ON
LARGE, OLD MEDIA
ABUNDANCE PROMPTS NEW PRICING
Time and space for advertising are abundant in most
media. Space is perishable, so it must be sold now. This
causes, in the short-term, a fierce focus on price. But as
a consequence of these price declines, there may be other,
longer-lasting consequences. For example, a golden opportunity that price will become more dynamic and follow supply and
demand in the advertising market. A model that is more similar to
the stock market’s dynamic prices than the annual media price negotiation, which in the future could be more about agreeing the size of the
annual buy rather than the final price.
The fact that advertising time and space are
being sold at clearance prices means new,
small advertisers are now on “major” media.
For example advertisers who previously could
not afford television or newspaper advertising. This group can now afford it because of
cheap prices due to the overabundance.
IQ STANDSTILL
The crisis, which forces everyone to focus on price,
and the relative conservatism of media users, means
that many things that could be done in better ways
will continue to be done in the old way. Thus, even
if better ways to advertise, measure or test are
found, they will not be introduced during the
recession. Few advertisers, media agencies or media can look beyond the familiar when the focus is on tight margins. So it is important to gather the
new knowledge, so it can be used
when the economy brightens.
POOR
DOCUMENTATION =
RETREATING IN HEADWINDS
FULL POWER DOWN
The overall advertising picture will
change even faster during the crisis, not because
of, but by virtue of the crisis. Our Blink Panel summarizes that many of the trends that we have all long lived with,
such as print losing both readers and advertisers and such as falling television advertising prices, will accelerate during the recession,
but the real reason is not the recession. Therefore, during the recession,
media who were already in difficulty will decline faster. Generally, however,
it is important not to forget how relatively conservative most media users are or underestimate the willingness of consumers to eventually
switch to media platforms that better meet their needs.
Advertising investments that are characterized
by long-term goals such as branding and value-spillover, and for which it is hard to demonstrate a bottomline effect, such as sponsorships, are unpopular in recessions. Sponsors are already attempting to pull out of
long term agreements with sports teams and cultural institutions to reallocate their spend in placements with shorter, documentable goals.
31
CONTROL DOES NOT EXIST
COMPLEXITY IS BASIC
This is perhaps the most
important of all trends,
and the one with the longest time perspective. Even
though media, advertisers and
media agencies deliver a fairly
basic product – the “right contact” – the panel agrees that doing so is becoming increasingly
complex to do. But not impossible.
Complexity has become a fixture
for all decisions and solutions, and
might as well be accepted from the
outset, according to the panel. Over
the next two or three years, predicts
the panel, we will probably redefine
many areas that are now controlled by
old habits. For example, how we buy
and sell television time, outdoor campaigns and Web insertions. Those who
begin to experiment and develop new
methods will capture tomorrow’s marketplace for media and advertisers.
The Five trends with longerterm effects:
Patrick Bay Damsted is working to establish relevant points of contact between businesses, products and people, as a consultant and facilitator of
today’s new opportunities.
EVERYTHING IS
IN BETA
The market of the future will not invent itself.
Therefore, there will be
an increased urge to experiment. For example, media and advertisers could try
sharing revenue from sold
products. Perhaps TV advertising can be converted to a payper-click or pay-per-view model.
Maybe media can sell some of
their content to advertisers, and
perhaps advertisers can deliver
media content? There are many
possibilities and some of these mentioned are pretty drastic, acknowledges the panel. The future is found
only through trial and error and by beta
testing our new ideas and formats. The
Blink Panel believes the current standstill caused by the crisis will be followed
by a flood of new ideas and testing.
EVOLUTION IS RELENTLESS
Media users do not live in a channel portfolio. They live
in a world where there is also media. This means they
determine much of when and how they consume media. It is not possible to legislate, advertise or force your
way to a place in their hearts - and it is the heart they
use to choose media. It is essential to be in continuous, close dialogue with key influence groups, and
to regard the opinion-forming media users as
people you are in a constant, robust, learning
dialogue with. It will be the only way to maintain appropriate contact, especially with
younger media users, in the future.
A year ago, the biggest problem for daily, distributed newspapers was price of oil. Now the biggest problem is the price of printing and distribution. When a system
is under pressure on so many fronts, some player will eventually
solve the underlying problem and shift the entire market. For example, we can easily imagine an international web-based supplier suddenly
owning rights to many hit television series. It could drive a critical mass of
traffic to an integrated web and TV channel without national TV stations
being able to prevent it, and thus dramatically shift viewers.
BUSINESS MODELS
WITH NEW FOCUS
As the group of people who
mainly use online rather than offline media becomes the largest group,
our industry must learn to communicate
with them - and have a business model for
this communication. This trend will not be
driven by hardware and new gadgets. Instead, it will be driven by the mental state
and the expectations that arise when people not only interact with online media, but
have become accustomed to think and
live online. Since digital media users do
not consume channels, but live across
all information and contact points, it is
most important to put the individual
media user in focus and see how it
is possible to achieve a meaningful
contact with him or her.
33
Creating a new
Nordic brand
Interview with
Bring’s Market
Director,
Gro Myking
Posten Norge (The Norwegian postal service. –ed) has worked for many
years to gain more legs to stand on.
As mail volume declines, it has become imperative to create valuable,
new business. For several years,
Posten Norge has acquired postal
and logistics companies throughout
the Nordic region. These acquisitions
have resulted in a mixed portfolio with
many different brands of unequal status. “So developing a common name
and expression was a wholly natural
strategy. At the same time, we decided our path would be based on a specialist approach that maintains the
uniqueness of each of the acquired
businesses, instead of creating a generalist approach,” says market director
Gro Myking from Bring.
By Signe Wandler, MediaCom Denmark
Jonas Hemmingsen (JH): Can you talk about how the
process towards a common name and logo worked? Was it
managed centrally from Norway or were all the different
actors involved?
Gro Myking (GM): The process was started by Posten
Norge (The Norwegian postal service. –ed), but all players were involved from an early stage. It was crucial for us
that all parts of the concern were involved. It is clear that
it requires a special balance, because there is some risk of
internal resistance when you involve every unit, because
each company is often happy and satisfied with its trademark. There is a natural fear of losing one’s own profile and
becoming part of a gray mass, but these fears were proved
wrong. All felt strongly about the joint project, and involvement created a high degree of motivation. A further
challenge for us was that we wanted a controlled launch,
and so we needed to ensure no confidential information
leaked out.
JH: It’s an unconventional strategy to engage the organiza-
tion widely. We are more accustomed to a far more “topmanaged” development process, but it’s clear that wide
involvement will probably create more commitment to
the result.
Bring launched as a
unified brand in September 2008, after
Posten Norge had made large acquisitions over several
years within the Nordic postal and logistics industries. Posten
Norge is the large, national Norwegian postal operator, delivering mail
to individuals, while the acquisitions were generally specialists and market
challengers in their areas. How can such a process proceed, and what considerations
and experiences has it offered Bring? Read all about it in this conversation between MediaCom’s Nordic Director Jonas Hemmingsen and Bring’s Market Director, Gro Myking.
CHOICE OF LOGO
It took a year of intense search to find the right logos for Posten Norge and Bring. The challenge was to find
symbols that could both convey the story and be future-proof. The result was the two stylized horns in red
and green, which give associations such as road, transport and communication. Posten Norge operates
under the red color, and the six specialist functions operate under the green color
NAMING BRING
The name Bring was chosen after a long, methodical process that started out with 3,000 possible
names. The right name had to meet these criteria:
- Should feel right in all working environments
- Pronounceable in all languages
- Able to be registered as a trademark, domain, et cetera
- Easy to write and pronounce
- Offer strength and energy to the whole organization
- Not a constructed name
Focus groups, linguistic tests and many other tests were
used to test names against these criteria.
TIPS FOR A NEW BRAND STRATEGY
- All changes must be based on business strategy.
- All decisions are made on the basis of analysis.
- Use the time to prepare and educate organization,
before changes are implemented.
- Have respect for the organization’s different cultures and traditions.
- Measure results regularly and work according to the results.
- The process is professionally exciting and creates cohesion in
the organization, but remember: the finish line is also the
starting line to deliver in line with the ambitions.
Gro Myking, Market Director at Bring
Creating a New Nordic Brand
35
GM: We were aware that we ran a great risk, and we are
pleased that the process was a success. We chose to include
the 100 top managers and key personnel nine months before
the launch in September, 2008.
A rather large group to make part of the process at that time.
By involving them in the confidential development work, we
showed them the trust that is crucial in collaborative processes. In addition to the 100 key employees, many external partners were also involved at an early stage. Besides the
advertising agency, media agency and designers, we needed
20,000 uniforms and 10,000 trucks ready on the day of
launch. That meant many were involved at an early stage.
We were impressed with the loyalty of our employees and
collaborators. The process was professionally handled by all.
When we launched, there had been no leaks, and this was
with 480 confidentiality statements. We think that’s quite
formidable and that it shows we chose a viable option. I do
not think we would have achieved the same involvement and
ownership, if we had not had so many participating.”
JH: How have you experienced the national perspective
when you were determining the branding?
GM: I don’t see big differences in the way we think about
branding and marketing in the Nordic region. The biggest
difference we saw was between the big governmental actor,
Posten Norge, and the smaller actors that are used to being
at the forefront. It was in this tension between the large safe
organization and innovative new companies that Bring created the new slogan, Finding new ways. So the acquisitions
have been doubly fruitful. They achieved a strategic goal by
including new areas of business and also contributed inspiration and energy on the cultural side.
JH: How do you guarantee a Nordic mooring in your
campaigns? Is the goal a central campaign with minor
local adaptation?
GM: We have chosen both Norwegian and Nordic partners. Our Swedish design bureau, Grow, is very Nordicbased and our contacts were from Sweden, Norway and
Finland. Then, we used the Norwegian branch of the
McCann advertising agency, which made the local adaptations in cooperation with its Nordic sister agencies.
MediaCom has cooperated tactically throughout
Scandinavia. This means local needs were met, while the
whole yielded a Nordic solution. The idea has always been
that Bring must be a Nordic brand.
JH: How do you work with marketing and campaigns and
building relationships?
GM: I see the brand’s role as a door opener between compa-
ny and consumer. That means everything we do in marketing must have relevance down to each employee who has
customer responsibility. Bring must be relevant all the way
down to business.
in the middle of a financial crisis. Does this mean increasing consolidation or more acquisitions?
Signe Wandler, BA (Economics), Msc (IT). She is an Insight and
Research consultant at MediaCom Copenhagen.
Work areas include consumer insights and trends.
GM: Our goal in 2009 is to raise awareness of Bring and
Contact: [email protected]. Tel: +45 3376 2267
the new slogan Finding new ways. It is our goal to remain a
strong Nordic competitive factor. Scandinavia is our home,
but Bring, as an international brand, certainly has strong
qualities. With regard to acquisition, I think the development will continue in the future. It is clear that the financial
crisis sets some limits, but for us it is a long-term strategy.
JH: It can be a challenge from a purely marketing point of
view. Do you think primarily Nordic or local when you
prepare campaigns?
GM: We carry out direct coordination of marketing plans
across specialist functions. So each specialist submits plans
that are coordinated across the organization. That means
we are present across the year and together can carry out a
good total plan. Practically speaking, all divisions and specialists cooperate in submitting a total, coordinated plan in
a market forum.
JH: We have many clients who face similar challenges. At
MediaCom, we have learned that making locally-adapted communication is required if there is a very local business relations.
If you are faced with local challenges, is it then possible to have
an overall Nordic communication? It is very interesting.
GM: I think coordination is essential for an effective me-
dia plan. There are large local differences in our various
markets and specialists, and it is clear this affects the communication we make and the media we include. We have a
good sense of the differences and plan accordingly, but it
is important that our basis is the same brand that must be
built. Our specialist strategy contributes positively to this.
Also, we are aware we are still in a learning process after the
launch, and that not everything is nailed down.
JH: How does the future and 2009 look for Bring? In 2011,
the entire EU postal market will be liberalized, and we are
Creating a New Nordic Brand
37
In advertising:
Why go local?
Maybe you thought globalization
would make advertising across borders a much simpler task? For some
brands and categories this holds true,
but which? Associate professor Lars
Pynt Andersens offers his views.
By Lars Pynt Andersen, PhD., associate professor
These days, when it seems as if the prophesies of economic depression are competing for gloominess, it would
perhaps seem appealing for some advertisers to try to cut
costs by not developing separate campaigns for local markets. Or at least consider using the same advertising regionally, such as in Scandinavia or Northern Europe.
The first thing the advertiser should consider is what
kind of brand he aspires to build. There seems to be some
If you want to be adored from
afar, you can talk French; if you
want close friendship, you must
talk as a neighbor.
evidence to support that the ‘middle layer’ of branding is
where there are most benefits of going local. This means
that if your brands main appeal is price and nothing else,
it probably does not pay to use scarce resources on locally-developed advertising. Maybe advertising is even discarded all together. This also seems to hold true if your
brand targets low involvement categories such as detergents and other ‘simple’, problem-solving FMCG’s. To put
Whygo local?
Lars Pynt Andersen,
associate professor
it bluntly, when Reckitt Benckiser successfully penetrated
the Scandinavian markets with their poorly lip-synched
ads for Vanish Oxy Action and Cillit Bang detergents, they
drove a truck through the notion that an ad must be liked
to be effective. Some even believed these ads were ironic
in their demonstrative lack of production value, and others
just had a good laugh at what they thought to be amateurism. But it was Reckitt Benckiser who had the last laugh.
39
In old school marketing, there has always been the mantra that advertising should sell products, not advertising.
And the detergent category seems to work well with these
‘I-love-to-hate-them-ads.’
Going local: Do’s and dont’s
Why not go local with low involvement FMCG? Well,
you do not have to love your detergent, you don’t spend
time analyzing and countering its claims, and you do not
even care how the brand and claims got into your head in
the first place. That’s why we call it ‘low involvement’. But if
someone on the other hand had the audacity to dream up
a detergent brand that the consumers were genuinely supposed to love, then it would also need advertising worth
loving. And in the mid-price range, this could certainly
benefit from localized advertising.
So discount and low involvement may not need local advertising. What about the other extreme? There is a twist
here: if you go for the luxury branding – make globalized claims of authenticity: most often these are based on
country of origin symbols. The most solid traditions of
truly global advertising come when French fashion, Swiss
watches or Italian sports cars roll out their claim to fame,
perhaps even utilizing their native language for underlining the code of local heritage. It should be noted however,
that there is room for more than ‘haute couture’ brands in
this game. Lifestyle with local origins may sometimes be of
broader appeal. For example the post-war infatuations with
Americana, that lead even European brands to occasionally pose as American. So if the branding is destined to be
based on full frontal lifestyle claims, don’t go local, and just
remember that those aspirations have risks:
If your claims to fame do not ring true
with the consumers, you may end up
with a very short lived fling.
But what about the brands in-between, the ‘middle layer’?
The original idea of branding was about achieving brand
preference, social legitimacy, and if not real love, then at
least long lasting friendship. This is about premium beers,
classic candy brands and mid-range family cars. This is
where local cultural codes become crucial.
If you want to be adored from
afar you can talk French; if you
want close friendship, you must
talk as a neighbor.
If you are Porsche you do not have to worry about smalltalking with your customers, but if you are Volkswagen,
you’ve better bring a cake.
In a case of Danish advertising history, it has been well
documented how important it was for VW to go from selfaggrandizing global campaigns to local Danish advertising
with humorous use of country of origin appeals, featuring a
Danish actor/comedian talking a meshed Danish/German
gibberish, in effect making the brand more likeable and
sociably acceptable. The problem for Toyota was somewhat similar, in the sense that no one would ever argue
against this car’s functional benefits or craftsmanship. But
who really want to hang out with a boring engineer? Both
brands used a localized advertising campaign with (what
Danes at least consider to be) ‘Danish humor’. This humor
is laced with a touch of self-irony that is very widely used in
Danish advertising. Humor is prevalent in many northern
European advertising cultures, such as Great Britain, the
Netherlands and the rest of Scandinavia, but each country
has its own preferred use and flavor of humor.
Compare for example the advertising for the national
railways in Sweden and Denmark. The Swedish railways
(SJ) has a recent history of separate executions with emotional appeals tapping into local feelings of for example the
general moral goodness in using public transport in a beautiful lyrical montage praising the passengers as heroes saving the environment (with a little help from David Bowie).
Or a more humorous ad where grandma is being run down
with fatigue because of all the visits from family because SJ
has special offers on fast-train tickets. In Denmark, Danish
Railways (DSB) has been winning advertising industry
awards for many years as the most liked and most efficient
advertising campaign, with a return on advertising investment from 7.5 to 12 (meaning ad spend pays itself up to 12
times). It is a continued narrative universe with the comic
duo of Bahnsen (the train enthusiast) and Harry, his carloving friend, which really cannot see the attraction in trains.
Harry is a rather goofy, purple Muppet, and the main hero
of the ads that ironically always prefer to drive his old Ford
Taunus. This is two very different ways of addressing consumers (and other stakeholders). Could Harry & Bahnsen
work in Sweden? DSB actually tried it tentatively in the
Øresund region where the two corporations collaborate, but
Swedes could not make heads or tales out of the comic duo.
Glocalized communication
The question is sometimes neither local nor global, but
both. Even one of the most globalized brands in the world,
Coca Cola, believes in a glocalized combination of global
and local marketing communication. Instead of a country
of origin, Americana approach, Coca Cola now belongs to
everyone and every country can ‘choose’ advertising that is
believed to work well locally. This sometimes means ads produced in Scandinavia are used elsewhere and vice versa.
In 2003, marketing guru Martin Lindstrom claimed that
the new segment of tweens (the pre-teens aged 8-12) was
naturally born, globalised consumers. The tweens of 2003
are now in their late teens. Is it then a question of national
cultures gradually ‘dying’ out while being replaced with globalized youth, as the internet generations are taking over?
After many years of research in the tweens segment, the
present author does not believe in such a notion. The tweens
segment, hailed as the first truly global generation, on closer
inspection, turns out also to be very much attuned to local
culture and appropriate global marketing
in a very local mindset. Going
local is likely to stay.
Why go local?
BIO: Lars Pynt Andersen is associate professor at Institute
of Marketing & Management,
University of Southern
Denmark. In his PhD from
Copenhagen Business School,
he analyzed the first 15 years
of Danish TV-advertising and
proposed a Genre Matrix for the
genres of TV advertising. He has recently published research on the subjects
of Tweens’ reception of TV-advertising and
their use of new media, as well as a study
of mothers’ conspicuous consumption of
baby-clothing.
41
“I do not think there is hope for the corporations whose business models are
based on legal fiction. I do think there is
hope for corporations that have a sense
of mission beyond short-term valuation,
and treats people as human beings,
not customers,” says Douglas Rushkoff,
teacher of media theory at New York
University. In reality, he believes there
are few new business models, because
we either sell, rent or lease our hardware or software. Read about the challenges and opportunities that traditional business models face in these
new times.
“The paradigm in the music business
has shifted and as an artist and a
businesswoman, I have to move
with that shift,” said Madonna,
when she switched from
Warner Music Group for
Live Nation Inc.
THE STORY IN BRIEF
•
•
•
•
By Patrick Damsted
A new
“We were trying to change the world by making people more creative and productive which is very different
from ‘introducing a computer,’” says Guy Kawasaki. He is a
54-year-old Hawaiian venture capitalist who is famous for
introducing evangelism to the launch of the Mac in 1984.
Since then, he has written nine books about aspects of the
modern business mindset.
The Mac was launched with massive publicity. There
was the famous television advertisement in which a minute’s replay of the scenes from Orwell’s gloomy 1984 ended
with the words “On January 24, Apple introduces the
Macintosh - and then you’ll see why 1984 will not be like
1984.” The scene is followed by a presentation in which
Steve Jobs unpacks a Macintosh and, without the help
of others, places it on a pedestal from which it runs a 3.5
See the full introduction of
Macintosh on YouTube
floppy disk introduction of itself to the music of Vangelis’
Chariots of Fire and the sound of thunderous applause
from a hall full of future Apple missionaries.
This moment, which is fully documented on Youtube,
is not only the birth of a new computing paradigm, but
the birth of a new form, or even philosophy, of business. It
is infinitely difficult to love an IBM computer and, as the
little Macintosh itself says in its presentation, “never trust a
computer you cannot lift.” It is so much easier to love this
little super-machine with built-in humor and charm, presented by an obviously proud, slightly choked-up, dad.
“Evangelism comes from a Greek word which means
‘bringing the good news.’ So we were bringing the good news
that there was a better way to interact with computers,” says
Guy Kawasaki, who stresses that he believes Apple was a
If there is a market, there is also a challenger to that market
Business models can change function and role over time, but there is only one basic business model
And the world has changed: Consumers are now more in control
So wise businesses change their behavior in order to satisfy the demands of wiser consumers
business model?
pioneer in using evangelism in a non-religious context. Today,
Apple launches products according to this precept: they gather
the eyes of the world to reveal what new products have been
conceived in the conclave and that will now be released to the
waiting masses.
Not many companies have managed to build such
a robust format for their semi-annual product launches as
Steve Jobs and Apple, and not many have managed to build
such a strong expectation for product launches. Not many but it is also unnecessary. For while Apple uses revelation to
gather its flock, others gather their congregations in other
ways. If we have learned anything since 1984, it is that where
there is a market there is also a new market, which comes
thundering in from offstage when you least expect it.
The holistic brand
The music industry has used much of the past 20 years
staving off the day when music is no longer distributed
on physical CDs, but as digital files. The film industry
has also fought the same paradigm, and the newspapers
hemorrhage cash because of their love of paper. But even
though old markets can deploy organized legal opposition
to change, the opportunities of new times suddenly form a
combination of Zeitgeist
and critical mass. As a result, the underlying rules and
unspoken agreements for that market are changed.
“The paradigm in the music business has shifted
and as an artist and a businesswoman, I have to move
with that shift,” said Madonna, when she switched from
Warner Music Group for Live Nation Inc. But what is the
43
ABOUT KAWASAKI
Guy Kawasaki helped launch the very first Apple computer and legend has it was he who saw the machine’s innate ability
to build a non-religious congregation. A strategy that is still
practiced by Mac in product launches and brand maintenance.
Kawasaki has published nine books, including several best
sellers, with titles such as The Art of the Start, Selling the
Dream and Rules for Revolutionaries. In addition, he manages
Garage Technology Ventures, a venture capital company.
ABOUT RUSHKOFF
Douglas Rushkoff is an American professor, lecturer, consultant and author. In ten books and several major television documentaries, he has documented how the media,
businesses and users are colored by each other’s values and
communication. Rushkoff’s books have been translated into
30 languages, and he is regarded by some as one of the most
realistic observers of how our culture is changing. Rushkoff’s
next book, Life Inc, will be published in English in May 2009.
ABOUT NAISBITT
John Naisbitt is perhaps the world’s leading global futurist,
after coining the term “megatrends” in 1982, and publishing a book by the same name which stayed on the New York
Times bestseller list more than two years. Megatrends has
been published in 57 countries and has sold more than eight
million copies. In October 2006, he published Mind Set!
big difference? Warner Music makes money selling records; Live Nation makes its money selling concert tickets. The point of entrusting the management of the brand
“Madonna” on all platforms, from record label to concert
promoter, is simple: records can be copied; concerts can
only be experienced. That Live Nation also cultivates the
relationship between artist and fan through merchandise
sales and other interfaces is just a bonus. But the fundamental shift in the music business is that some actually
believe music can almost be given away as long it builds a
fan base that is willing to pay in other ways, such as concert
tickets and fan gear.
Radiohead clearly showed that bands can let fans choose
what they want to pay for an album when they released In
Rainbows for download on their website in 2007. A third of
the downloads were not paid for. But for the rest, fans paid
between £3 and £5, bringing in more revenue than the band
would have earned from a typical record company. As one fan
said: “I paid £5. 1 for loyalty to my favorite band, 1 for taking
a shot at the record companies, 1 for respecting the consumer,
1 for resisting the status quo, and 1 for the splendid music.”
Change around
John Naisbitt, a futurist, has often repeatedly put our
behavior and perception of the world in focus by noting
that our basic behaviors and needs do not vary: we must
eat, sleep safely, have a family and belong to a group. We
also need a purpose and the chance to realize ourselves.
These are the five basic levels of the behavioral psychologist Abraham Maslow’s needs pyramid. But Naisbitt has
noted that the way we meet those needs is indeed changing. At some times, we call our children trophy children; at
other times we call them project children. At some times,
we have considered them field-hands. But through all of
the changes, they are the children we raise that we describe
with these words. We have children because it is required
for our species to survive, but our perception of the role
and function of children changes over time.
Similarly, we could say that there is only one business
model. “There are not many new business models. Either
you sell, rent, or lease the hardware or software. Or, you sell
advertising, sponsorships, subscriptions, or extra services
and capabilities,” says Guy Kawasaki. However, significant
and substantial differences exist between past and present,
and that is what makes it so difficult for old businesses to
operate in a new world. “By far, the consumer is in control.
Consumers now have more product choices, more vendor
choices, and more information than ever before. The world
is changing business from the very core of what people want
and will tolerate right to how a business’s products and services are used by its customers. The Internet and personal
computers has shifted power from corporations to customers,” says Guy Kawasaki.
So while we might think it is wise
companies that are changing the
business world, the truth may be
that it is the demands of wise consumers that are changing the behavior of the brightest companies.
And it is about time if we are to believe Douglas Rushkoff
who, in addition to teaching media theory at New York
University, has dealt with Internet culture since its earliest
days. His book, Life Inc., to be published soon, looks at why
ordinary people increasingly wriggle out of the role of mere
consumers to put demands on companies - their ethics, business models and products.
“I think we still have trust in real business, and the function of commerce. I think we all understand that a person
can make things, create value, and exchange it with someone
else. And I think we still understand that people can do this
in groups,” says Rushkoff in an erudite and bitingly sharp reply to our question about why consumers have lost so much
trust in the market and companies. “People are not consumers. People are human beings. The best thing companies can
do is stop looking at human beings as consumers,” and he
continues the harsh line: “I do not think there is hope for
the corporations whose business models are based on legal
fiction. I do think there is hope for corporations that have a
sense of mission beyond short-term valuation.”
Earn from free services and ask your customers
Whether you ask the critics or the free market itself, there
is no doubt: the future’ potential lies in developing valuable solutions to basic human needs. “Companies should
find out whether anyone currently in management remembers what it is the company supposedly does. Do they make
TV’s? Do they sell dog food? Are they a medical company?
They should take some time to find out what the company’s
expertise might be. If it’s a computer company, they should
look through the entire company roster and find out who has
training or experience in computers. Then they have to get
those people in a room, and start asking them about the state
of that industry, and what needs people who use computers
might have,” offers Douglas Ruhskoff as his best advice for
businesses that want to be relevant in the future.
And they exist - the many good stories that mix needs
and new methods into a successful cocktail that pleases owners and customers. 37 Signals is a “software as service business” that offers all a small, free version of their web-based
services that can be extended to larger solutions for a monthly
subscription. The same applies to Google’s free services such
as Gmail, which can be further customized for a relatively
small fee. Many others earn their money by giving their basic
product away, letting the few who want more pay for everyone.
The usual view is that free is a customer demand, but
it is not. It is fine for a company to make money, as long
as it feels fair. “What is actually an okay data price relative to our competitors?” asked Frank Rasmussen, CEO of
Bibob, a Danish mobile telephony company, on the company’s website discussion forum? A customer quickly asked
“What is your cost?” And soon, customers had come up
with a consensus on their “pain” threshold. This discussion
thread resulted in the launch of a new data package, which
was priced in cooperation with customers at a profit and
with all the considerations normal price-setting requires.
Rasmussen’s open and dialogue-based style is not typical of
the mobile telephony industry, but it works for Bibob and
produces high loyalty and customer acquisition rates on
the Danish market.
The new business model is the oldest
In reality, it can be put quite simply, for the business model
of many old companies has a major flaw: often, it is mainly
for the company’s sake. It creates an ever-stressful, disruptive and life that is poorly insured against the future. It is
neither fun nor rewarding. No new business model can
change that.
As Guy Kawasaki says: “I do not invest in business
models. I do not invest in people, either. I invest in products or services that hopefully have an effective business
model and effective people behind them. I’d much rather
have an innovative product or service with a traditional
business model than an innovative business model of a traditional product or service.” In other words, an old company cannot necessarily save itself by adopting a new business
model. What creates tomorrow’s order of business is a focus on strong product development and ability to serve its
customers - in a new frame, but with old-fashioned commercial thinking at the core: “excellent customer experience always builds loyalty.”
BIO: Patrick Bay Damsted works to establish relevant points
of contact between businesses, products and people, as a
consultant and facilitator of today’s new opportunities.
45
Social media use in
the company
“
I am an opinion leader
with a robust knowledge base,
I want to raise awareness.
“
MARKETING
I need channels
to place our content, and therefore
build traffic.
SALES/HR
“
I want networking tools to
create new business and locate
new employees.
SOLUTIONS
Digg
Reddit
Newsvine
StumbleUpon
YouTube
Facebook
“
“
SOLUTIONS
Create a blog
Twitter
“
Social media is not only about Facebook. The number of available social
media and the number of people who
use them are rapidly growing. Some
social media cover a large proportion of
the target group or population, some
are not yet so widespread in the Nordic countries. But it is crucial for every company and for every level of the
company to be aware of which types
of social media are best suited for the
different purposes. Here is a stylized
snapshot of any company, inspired by
Elliance, adapted by MediaCom.
SENIOR LEVEL
SOLUTIONS
LinkedIn
Facebook
Plaxo
PUBLIC RELATIONS
“
I want to know and
respond to what the public
is saying about our products and services.
“
SOLUTIONS
Technorati
Amazon
Google Groups
Google Blogs
47
Facebook is ever present these days and has now changed the profile pages
for organizations, brands and products so that they closely resemble personal profiles. As a result, organizational profiles read as if they were personal
pages. This requires a strong brand personality that bristles, curls, interacts and treats friends like real friends. For an organization accustomed
to navigating on entirely different terms, it can be a difficult balance to
strike. But it cannot go entirely wrong if you practice the seven
cardinal virtues and avoid the seven cardinal sins.
Facebook:
Learn the cardinal
virtues and sins
ENGAGEMENT
SLOTH
CARDINAL VIRTUE:
CARDINAL SIN:
By Nadja Pass, Reflexioner
On Facebook, causes, groups and fan pages about political questions and social problems can attract in-
DIVERSITY
CARDINAL SIN: SIMPLICITY
CARDINAL VIRTUE:
The common stereotype about Facebook is that its users are hopelessly selfabsorbed and use their profiles only to brand themselves and tell about their
lives, while their profiles are chemically rinsed of nuance, accidents and uncertainties. Nothing could be further from the truth. Very often, a Facebook profile reveals a far more complex person than the cousin, colleague or old classmate we think we know. A single person can easily be a hyper-professional
me-brander, caring parent, a climate concerned citizen, train-spotter, jellybean aficionado, fast-food loving organic fiend, hobbyist flower arranger and
hangover-plagued party animal. And the friend’s list is composed across demographics, political affiliation and national borders. In contrast, if an individual profile lives up to the stereotype and appears very self-absorbed, it seems
almost a little simple to the viewer. Because we all know we all have bad days,
and it is naïve to believe you can hide your humanity behind a perfect profile.
What does it mean for the organizational profile?
Organizations are complex. Before, the communication and marketing departments boiled it all down to one unique selling point, one story, and one
message. On Facebook, the rules are different if the organization wants to
appear as a whole brand personality. An organization that dares reveal its
self-knowledge, its focus areas and priorities oozes personality, while a toopolished organization not only appears cold and impersonal - it appears sim-
credibly many supporters and votes in an instant. This gives many people a greater sense of participation
in democracy than in the past. It has proved to be a much more efficient path to the attention of mass
media and politicians than the traditional route of press releases, correspondence and feature articles. But if you set something in motion, you must follow up and take participation seriously. When
it only takes a click and a moment’s attention to support the projects of others, you appear lazy
and unengaged if you do not take part in other groups and causes than your own.
Facebook is an obvious CSR media. Here, users want to hear about a utility company’s
views on climate issues, a carmaker’s research into road safety and a candy maker’s
attitude to public health. Not least, they want to hear about the actual actions
behind the glowing positions announced by the corporate communication department. Facebook offers many opportunities to weigh the public mood,
involve users in the conceptual stage and ask them for advice. But woe betide the organization that puts this in motion, then fails to follow up, asks
closed questions or is unable to listen to the answers. It requires a continuous and active presence by the organization to maintain an active
Facebook profile, group or page.
Before, managers could relax once the ads started running. On
Facebook, however, the real work begins only after the profile is opened. The whole point is to be constantly present to
answer questions, comments and queries. If the company
is not, it will appear lazy and distant – and the profile is
counterproductive because it signals that the company
never really wanted a dialogue. It signals the company
used Facebook only as a soapbox from which to harangue the masses.
plistic because it believes it can control everything said about it.
49
WISDOM
CARDINAL SIN: BANALITY
CARDINAL VIRTUE:
CARE
CARDINAL SIN: IRRELEVANCE
CARDINAL VIRTUE:
In a world where everything can be adjusted if we change our mind, and in which the happy amateur has
easier access to prime time television than a professional musician, there is naturally a need for the opposite: someone who dares make definitive statements that all can relate to. Thorough work that oozes
quality, expertise and professionalism. When everyone is talking all the time, we increasingly sort out
the noise and concentrate on listening to those who really know what they are talking about. So,
in many ways, the future is a nerd’s paradise. Banal Facebook updates such as “tired” or “playing
with the children” are derided, while updates that teach or inspire friends are praised. Wikipedia
is built by the special knowledge of nerds, and the most popular Youtube links are those that
demand great time and talent to produce. You have to be fairly geeky to build an exact copy
of New York City in LEGO blocks or create fountains by combining Diet Coca-Cola and Men-
Facebook has taken over - and restored - many of the lost social functions that local newspapers and birthday calendars performed for earlier generations. Suddenly, best wishes flood in on birthdays, weddings, anniversaries and
hirings. It has become easy to assemble the old high-school class, and everyone helps recall what Michael B’s last
name was when it comes time to tag the old class photo. At the same time, many friends show their most generous side on Facebook, when they share links and help each other find everything from apartment exchanges, dream jobs, travel companions, short-notice babysitters or someone to lay off a pair of extra concert
tos. It is time, patience and genuine talent that impress other users.
tickets. This kind of success story abounds, because Facebook has proved to be an extremely effective
tailored that the inquiry is spread far and wide; partly because there is a degree of intimacy between
At a time when a huge bubble of hot air just burst, people are hungry to listen to
those who really know what they are talking about. Expertise, solid data, proud
professional traditions and experience are having a renaissance. The geekier
the organization dares to be on Facebook, the more likely it is to attract the
right friends who share the staff’s passion for trains, flowers, fashion,
sweets or ecology. The Facebook profile can be an effective platform
for company’s internal experts, scientists, craftsmen and designers
to exchange ideas and experiences with all the civilian geeks. Traditionally, we would not dare to communicate so “geekily” with
customers for fear of losing something along the way – and
often ended up saying a lot of platitudes based on the lowest
common denominator. Understandable to all – irrelevant
to all. With a Facebook profile, we can let recipients segment themselves, so we can afford to speak to friends
alternative to the supermarket bulletin board: partly because your Facebook network is so large and
friends. Together, the probability for a successful query is increased.
Facebook’s colossal CRM-potential is obvious to anyone who has dreamed of targeting individuals. But precisely because it is so easy for organizations to communicate directly,
relevantly, constantly, critically and communicatively with users who have, in addition,
signed themselves up under the fan tabs, users are even more critical about the communication from the corporation. Users do not want to be spammed with general
messages, but want to be respected as individuals. If they have shown interest
in nuanced information, a polished press release will not satisfy them. If they
answer or comment, they expect to be listened to, and expect the organization to actively work to develop a vibrant comment thread. The organization
is expected to deliver what it promises. If it creates a Facebook profile, it
promises to be present and caring of its friends.
who have shown an interest.
51
“Treat your company’s
Facebook friends as if
they were your own”
HONESTY
CARDINAL SIN: DISHONESTY
CARDINAL VIRTUE:
People increasingly use status updates to talk about what doesn’t go right: computer crashes, love-life woes, contractors who don’t show up, the financial crisis, impossible children, the death of a favorite aunt, missed deadlines or just
feeling blue. We once only shared many of these ups and downs with close friends or those whom we happened to
GENEROSITY
CARDINAL SIN: GREED
CARDINAL VIRTUE:
When working with social media, some of the keywords are sharing, openness and cooperation. While Facebook is not directly part of the open source movement, many
of the tools used on Facebook were developed in the open source spirit, in which
Creative Commons replaces copyright, and in which all share their knowledge
and thoughts so that as many as possible benefit. Everyone helps everyone to
further develop each other’s projects. One of the most captivating aspects
of Facebook is that this generosity pervades relationships. Most users
learn that the more they give and share on Facebook, the more they
enjoy inspiration, new perspectives, invitations to exciting events, job
offers and claps on the shoulder when they need it.
be with when we got bad news. Typically, it can be overwhelming to call around and ask for help in this situation.
But a status update immediately attracts much-needed pats on the back, caring calls or offers of help. Recently,
it has become normal to use status updates to create small eulogies for beloved friends and family, and to
celebrate deceased celebrities with fan pages where users collectively mourn. The vulnerable updates often give unexpected glimpses into our personalities. This not only generates sympathy and commitment
from friends - it also prompts further dialogue, because we have something specific to ask and on which
to base further conversation.
Many organizations sometimes end up in media storms: politically or financially. Often, the CEO
is on the defensive when he is grilled on television, or the organization sticks its head in the
sand, hoping the crisis will pass. On Facebook, however, organizations can show their more
vulnerable side, speak out about the situation, offer proper explanations or even apologize when they have been in the wrong. Of course it affects an organization when it is
caught in a media storm, but often the good reasons for the crisis are never shown
on television. This vulnerability can be shared with loyal customers and bitter critics
alike on Facebook, where they have a real chance to ask about the situation in its
Most organizations trying Facebook forget to be generous. Instead,
proper context. Honesty and explanations can go a long way to repair the dam-
they see Facebook as an El Dorado of free and highly-targeted mar-
age. Likewise, if the organization is found to be lying to its Facebook friends,
keting channels. But explicit sales, promotions and bombastic state-
the loss of trust can be severe. With mass media, we all know the story is
ments can easily appear as an assault and violation of the friend
shaped and twisted and does not include every nuance. But when the or-
“contract.” When we meet organizations through traditional commu-
ganization has a completely open, direct channel through which to tell
nication channels, we know they want to sell us a message. But when
its version, it is expected to tell the truth.
an organization suddenly looks like someone who wants to be our
friend, we are uncertain of the rules -- and immediately more aware
and critical. You do not want to be forced into home parties. You do not
want to give something to someone who never gives anything back.
And you do not want to be friends with those who too aggressively
bid for attention. Self-discovered is well-discovered.
53
BIO: NADJA PASS
Nadja Pass holds a Master’s degree in rhetoric. She
is a communication advisor and founder of Forlaget
Reflexioner, a publishing house. She analyzes the rhetoric
DELICACY
CARDINAL SIN: SARCASM
of popular culture, works with knowledge transfer, con-
CARDINAL VIRTUE:
stantly experiments with new media opportunities and
blogs in Danish at nadjasreflexioner.net.
THE SEVEN CARDINAL SINS
1 SIMPLICITY
Humorous updates, photos and videos often attract the most attention on Facebook. So it is tempting to
try to be a virtual standup-comedian. But you should take care. Speaking face-to-face, we can often
decode sarcasm through tone, facial expression and context. On Facebook, the statement is naked
- never believe you control what others say about you
and easily misinterpreted as hurtful, outrageous or provocative. And you must remember that
2 SLOTH
your Facebook network is so complex that what might be “normal” in one circle of friends can be
extremely offensive in another. If you must be funny, self-deprecation is the safest way, be-
- never forget to fulfill your part of the contract
cause it appears disarming and big-hearted when you can poke fun at yourself, and it avoids
3 BANALITY
targeting others. Otherwise, it is far better to stick to delicate wordplay, quotes citations or
philosophical considerations that make friends smile and think about life.
– say nothing if you have nothing original to say
4 IRRELEVANCE
It is very difficult for an organization to be funny on Facebook. The best humor
often rises and falls spontaneously. There is often an unspoken understanding
– follow up what you set in motion
involved because it twists, turns and crystallizes everything that is between
friends in a split second. If it misses its target, it can often sound shrill and
sarcastic. But with which friends can an organization have unspoken understandings without at the same time ignoring many other stakeholders? And how much can the individual employee say right now without
approval from higher up?
It is so difficult to hit the right note that one should simply not
attempt to be funny on the organization’s behalf. But you
can certainly be delicate and interesting through the use
of wordplay, associations and thoughtful questions. In
press releases and on the website, these “twinkles in
the eye” are often edited out during the long slog
through the approval system. But on Facebook, it
is essential that these twinkles remain so all can
see the organization is made up of people –
and vibrant personalities.
THE SEVEN CARDINAL VIRTUES
1 DIVERSITY
- enjoy your nuances and paradoxes
2 ENGAGEMENT
- actively participate in the community around you
3 WISDOM
5 GREED
- never enter into friendships solely for your own gain
6 DISHONESTY
– do not lie
7 SARCASM
- do not poke fun of others and laugh only at yourself
– cultivate your geeky side and share your knowledge
4 CARE
- take others into account and offer them a helping hand
5 GENEROSITY
- share your knowledge, your network and your views
6 HONESTY
- be open about your challenges and weaknesses
7 DELICACY
- allow yourself to have a twinkle in your eye
55
The Pink Dollar segment may be
where your company’s next dollars
come from, especially in the Nordic countries. For many years, wellknown international brands such as
Absolut Vodka, Dell and Diesel have
run successful “Pink Dollar” advertising and sponsorship programs
towards gays and lesbians. Is the
Pink Dollar segment not significant
enough to be addressed
separately in the Nordic region? Or
are advertisers missing the golden
Pink Dollar opportunity?
By Carsten Lind, MediaCom Nordic
The pink dollar equals the
lesbian, bisexual, gay and
transgender segment
Are you missing out
on the
INFO ABOUT WORLD OUTGAMES 2009 IN COPENHAGEN
This summer Copenhagen will host the World Outgames
2009 event. The event lasts for more than a week and covers three main areas – sports, culture and human rights. The
target audience is gays, lesbians, bisexuals and transgenders. World Outgames is expected to be visited by more than
20,000 people from all over the world embracing diversity
within sport, culture and human rights
www.copenhagen2009.org
“There is no doubt that the gay and lesbian community
exists, with well-established organizations and communities in the Nordic countries. But few advertisers have targeted the Pink Dollar segment in their advertising and media
briefs. Maybe because they are afraid to do so. Maybe because
they lack data on target size and potential. But more often it
is a lack of consumer insight,” says Thomas Sonberg, director of the Copenhagen-based advertising agency Reputation,
which is working with the Pink Dollar segment for World
Outgames, an upcoming gay and lesbian event (see box).
“The basic principle of effectively targeting the Pink
Dollar segment is no different from any other segment,” says
Thomas Sonberg, and continues “be it women with two kids
or elderly men who love to play golf.”
The coming out of the closet phenomenon is a common denominator for all subgroups of the Pink Dollar segment that can be a common platform for understanding and
building advertising strategies. Everyone in the segment has
experienced it: it is characterized by a self-realization experience with feelings of being alone or left out.
“In talking to this segment there is a delicate balance
between laughing with the Pink Dollar consumer versus
Pink
Dollar?
parents return from vacation to find their son in bed with
a gay lover. While there may have been many good reasons
for this ad, the gay and lesbian view is that the ad speaks
to heterosexuals and plays to the parent nightmare – finding out your child is gay or lesbian.
“At the same time, Biogesic is laughing at and
pointing fingers at the gay and lesbian consumer,” says
Thomas Sonberg.
In contrast, Skyy Vodka is an example of inclusive advertising where the push on the emergency button clearly
indicates that gay contact is being made on the way to the
sky bar with subtle sexual connotation. It is inclusive as it
underlines Skyy Vodka’s gay and lesbian acceptance.
Open minded advertising
But other ways exist to include the Pink Dollar segment in your advertising and communication strategy.
Scandinavian Airlines has recently launched an alternative
reservation site specifically targeted at gays and lesbians
as part of SAS’ marketing towards: the World Outgames
2009 in Copenhagen. “SAS is a great example of a Nordic
brand that welcomes the Pink Dollar segment in their
worldwide advertising,” says Thomas Sonberg.
“In a financial crisis, who isn’t interested in an audience with a trendsetter profile, double income and no
kids. And if that trendsetter is gay or lesbian embracing
our brand, the Pink Dollar segment is beyond doubt an
attractive segment of loyal consumers with higher proportion of available spend than the average consumer. My advice to advertisers would be to give this segment a try and
include the gays and lesbians in their next advertising and
media brief. It can’t hurt – but it must be well thought
through and part of a long term strategy to create true
brand bonding,” says Thomas Sonberg.
laughing at them,” continues Sonberg. Your brand can be
portrayed as homophobic or homo-friendly. This is also
true for any other advertising. However, for gays and lesbians it has a much more profound meaning. What is very
important to Pink Dollar advertising is the need to be inclusive and not exclusive,” says Thomas Sonberg.
Inclusive and exclusive advertising
An example of an exclusive advertising campaign is
the ad for the headache relief-brand Biogesic, where the
BIO: Carsten Lind is the Nordic Insight and Research Director
for MediaCom Nordic. Contact: [email protected]
tel: +45 33 76 00 04
Know more: www.flysas.com/gay
57
DOES SHOPPING MAKE US HAPPY?
WHEN AND WHERE TO ENGAGE
WITH CUSTOMERS
“The rules of communication are changing. In the digital world,
channel contributes to long-term brand relations, we can
brain’s rinse for reward, satisfaction and well-being. When we first decide to buy something, our brain cells release dopamine,
the consumer and customers are taking control. Brands have
better support consumer decision making.”
to earn attention rather than rely on interruption. People are
For many years, MediaCom has applied 3D, a proprietary tool,
looking for conversation not monologue. MediaCom Encoun-
for brand loyalty measurements in the Nordic region. In Den-
ters is a multi-channel planning tool designed to navigate this
mark and Norway, 3D has been single source to the local TGI
new and evolving media landscape. It opens up the landscape
systems. This single source principle is now also applied to
to stimulate thinking about where AND how to engage with
MediaCom’s new Encounters channel optimization tool in
target groups - based on their relationship with the category,
Denmark, allowing for cross-over analysis between Encoun-
the brands and contact channels,” states Nordic Insight and
ters, 3D and Index Denmark.
All scientific studies indicate yes - at least in the short term. And the dose of happiness can be attributed to dopamine, the
a stream of well-being, and that dopamine flow strengthens our instinct to keep buying, even when our rational thinking
tells us that we have had enough. As Professor David Laibson, an economist at Harvard University, puts it: “Our emotional brain would like to max out our credit cards while our logical brain knows we should save for our retirement.”
Two researchers recently developed “The Smiling Study” to examine how happiness or joy affects people
who shop. They asked 55 volunteers to imagine they had just entered an imaginary travel agency. When
they got inside, they were served by one out of three people: a smiling woman, a woman who seemed
confused, and one who seemed completely indifferent. Which volunteers reported the most positive (imaginary) experience? You guessed it: those who had been in contact with the smiling travel
Research Director Carsten Lind.
“The Encounter single source tool is unique in the entire Me-
consultant. The study revealed that a smiling face “produces more pleasure for the recipient than
Beyond analyzing consumer category and brand involvement,
diaCom worldwide network and will function as a best prac-
Encounters surveys consumer interaction with each rele-
tice case for our sister agencies”, says Carsten Lind.
vant channel applied in a communication strategy. Not only
All channel determinants deriving from the Encounters sur-
traditional channels in above-the-line (ATL) such as TV, print
veys are merged into a mathematical algorithm calculating
and radio are researched: weblogs, recommendations from
the channel plan’s total Channel Opportunity Points (COP).
friends and other types of channels beyond ATL are included.
Hence, Encounters allows for scenario planning enabling
Basically Encounters pinpoints “lean forward” and “lean back-
cross-channel optimization.
ward” channels per category illustrating how consumers use
“We are excited that Encounters is now single source to 3D
channels in different situations.
and our local TGI in Denmark and look forward to start work-
“However, not all channels are granted permission by the
ing with Encounters for our clients,” says Carsten Lind.
a non-smiling face,” and that it also leads to a much more positive view of the business. Not only
that, the volunteers who imagined interacting with the smiling agent reported they would more
likely continue to use the firm.
Excerpts from Buyology, by Martin Lindstrom, Børsen Forlag, 2008.
brand to advertise. For some categories, consumers allow
brands to send them SMSs about offers and discounts; in
WHAT IS NOT IN COMMON?
When we shop on line, we increasingly meet recommendation
features. For example, Amazon helpfully tells us “Customers
who bought this item also bought,” followed by a list of books
that form a community of interest with the selected book. It is
M:files
some cases this type of contact would be annoying,” says
For more information, please contact Carsten Lind, Nordic
Carsten Lind. “We need to understand that if there is brand
Insight and Research Director for MediaCom Nordic at
permission to advertise, as well as knowledge of how each
[email protected]
Our collection of tips, trends & tools
a clever way to cross-sell and provides further inspiration. But
when it is about being challenged, getting out of the box and
THE IKEA EFFECT
thinking in new ways, it can sometimes be more rewarding to be presented with
Do-it-yourself, build-a-bear, shake-and-bake cake mixes. We are
books that are completely outside the community of interest. This feature has now
increasingly involved in the production of products for our homes - and
appeared in a beta version and it is called the “Unsuggester.” The Unsuggester has
it gives us great pleasure. When the first shake-and-bake cake mixes ap-
analyzed the 36 million books in the LibraryThing book community, where mem-
peared in the 1950s, they were met with resistance. The mixes were too simple.
bers indicate which books they have read or own. The Unsuggester then suggests
By making it necessary to add more ingredients, thus making the process more difficult,
books that have the least likelihood to be on the same shelf with the selected book.
the mix manufacturers made them far more popular. This indicates that we are happy about
If you like this book, you will not like this!
“doing it sort of ourselves.” In fact, we are so pleased with the things we have produced ourselves
that researchers have given the phenomenon a name: the “IKEA effect,” named for the Swedish furniture
http://www.librarything.com/unsuggester
giant. In one of the studies that helped to uncover the phenomenon, an auction was held of hobbyist and professional origami. Amateur creations were judged to be as valuable as professional work. Hence, labor leads to love.
But, on an individual note, it is also important to not let the IKEA effect take the upper hand -- it may be necessary “to kill
your darling.” Even when it is home made!. Source: Harvard Business Review, “Breakthrough Ideas for 2009,” February 2009.
M:files
59
more closely associated with music. This however is an illus-
SOFT DRINK TOPIC ASSOCIATION REPORT
FOR 03.03.2009-01.04.2009
tration of the number of times each brands comes up when
people talk about music or the other way around – and not
the result of a survey,” states Christian Godske.
“Beyond the WordAppeal reports and alerts, which are of a
more quantitative order – and which we use for both assessing the users response to our communication and general
feedback on everything from satisfaction with the product
or suggestions for improvements, we also use this tool at the
‘Playful’
‘Music’
‘Refreshing’
platform to have a dialogue with our clients about how they
Fanta
should address social media. Many clients already have a PR
Pepsi
Coca-Cola
CONVERSATIONS/ARTICLES/MENTIONS
strategy, a Marketing Strategy, but not necessarily a well defined social media or blogging strategy. That is; which online
The figure above shows how the 3 different soft
drink brands are associated with the 3 values on the
y axis, the size of the bubble illustrating how often
each of these 3 ‘value groupings’ (which consist of
multiple keywords/phrases themselves) appear in
association with the specific brand of soft drink.
communities should be cared about, how often should they
be monitored? Who is in charge of reporting unusual consumer conversation to the management? Is it the PR or the
Marketing department? Who in the organization is allowed to
reply to consumers’ blogs, and if so, who signs off? These are
Pepsi for example, is in social media more closely
linked to the value ‘refreshing’ (this being related
to various keywords/phrases associated with the
taste/drinking experience) than Coke or Fanta is.
the typical questions we address based on our WordAppeal
consultancy when defining the best online social media or
blogging strategy for our clients,” continues Christian Godske.
where consumers discuss brands and product experiences are
now monitored daily by MediaCom, allowing a wholly-new,
in-depth understanding of what consumers really care about
regarding categories and brands. Are they positive or negative towards your brand? What do they say, with whom do
they share their views, and what is the effect? “WordAppeal
Research Director Carsten Lind at [email protected]
M:files
is our new online software that constantly monitors online
communities, blogs and social networks in the Nordic re-
WordAppeal is best described as a robot, constantly reading
gion. WordAppeal provides us the fundament for speaking to
consumer correspondence online. To sort out all the moni-
our clients about online social media strategies,” says digital
tored conversation, WordAppeal has a predefined graphic
evangelist Christian Godske
module. A typical graphic module is shown for Coca Cola and
“In a busy world with lots of daily routines, communication
reveals that the level of correspondence (Mentions) for Coca
plans to deliver, budgets to keep and many other impor-
Cola and Pepsi are closely related, the volume to a large ex-
tant marketing challenges to face, it is difficult if not almost
tend being generated by questions posted like “which brand
impossible to keep track of all the conversation going on
do you prefer” – whereas the discussions about Fanta is more
between consumers online about the marketers brand,”
driven by dedicated fans and unique Fanta flavours encoun-
continues Christian Godske. “This is where our WordAppeal
tered in other countries.
comes in handy as it tracks conversation between consum-
“Looking at the Topic Association Report, interestingly Coca
ers on blogs and communities selected for each client and it
Cola is not as widely associated with music as Pepsi is, which
creates tailor made monthly reports, with daily alerts if re-
might be a bit surprising, and something I’m pretty sure will
quired by our clients.”
be different from asking people which of these brands is
SOFT DRINKS MENTIONS
TREND REPORT FOR
70
56
03.03.2009-01.04.2009
MENTIONS
Online weblogs, chat forums and other types of communities
Godske at [email protected] or Nordic Insight and
42
28
14
Fanta
Coca-cola
Pepsi
0
03.03
10.03
17.03
24.03
31.03
TOPIC
SOFT DRINKS DISCUSSIONS
TREND REPORT FOR
70
56
03.03.2009-01.04.2009
MENTIONS
HOW TO LISTEN TO THE DIALOGUE IN
SOCIAL MEDIA.
For more information, please contact Digital Evangelist Christian
42
28
14
Fanta
Coca-cola
Pepsi
0
03.03
10.03
17.03
24.03
31.03
TOPIC
M:files
61
COLOPHON:
BLINK is published by MediaCom A/S, Antonigade 2, DK-1106
København K., CVR 78422017.
Tel. +45 3376 0000, [email protected], www.mediacom.dk
BLINK is made in cooperation with Copenhagen Institute for
Futures Studies (CIFS), Nørre Farimagsgade 65, DK-1364
København K., Tel. +45 3311 7176, [email protected], www.cifs.dk
and www.foonline.dk
Editor in chief :
Signe Wandler, MediaCom, [email protected]
Editor: Gitte Larsen, CIFS
Editorial team : Jonas Hemmingsen (Nordic CEO, MediaCom),
Signe Wandler, (Insight, MediaCom) and Gitte Larsen (Futurist
and Editor of FO, CIFS).
English editor and adaptation: Allan Jenkins, Desirable Roasted
Coffee, www.desirableroastedcoffee.com
Visual concept and art direction:
Merete Busk: www.meretebusk.com
Layout: WhomadeID: www.whomadeid.com
M:files
OPEN UP THE REAL WORLD
The Real World is here. You might say that it has always been
about communications and their effectiveness”
here and you would be right. What is new, is that it is here as
The Real World Street has already been applied to the Danish
an accessible tool where you can tap into the everyday lives
safari park Knuthenborg that was interested in talking to fami-
of everyday families. The tool is known as the Real World
lies with young kids about the decision making regarding visits to
Street and is set up as a panel of 11 families that represent a
amusement parks and smaller holidays.
miniature Denmark. The benefit of meeting families on their
The Real World Street can be accessed in all of the
own turf is great. They are comfortable, can emphasize their
Nordic countries.
opinion through objects in their own homes and can take you
to where everyday decisions are made.
CSO Sue Unerman, MediaCom UK says, “communications that
Circulation: 2300
ISSN: 1903-5373
The opinions expressed in articles are those of the authors.
Minor textual contents may be republished as long as the
original author and publication are cited.
Printed by: Arco Grafisk A/S
Sign up at our website blink.mediacom.com if you would like
get results in the real world have to begin in the real world.
For more information, please contact Carsten Lind,
With no chance for fake answers or pretence, the Real World
Nordic Insight and Research Director for MediaCom
Street project gives us unprecedented access to the truth
Nordic at [email protected]
to receive BLINK in the future
“
“
Consumers have n
ever before considered themselves as important
or as entitled as they do now
Trendwatching.com “ Trendreport 2009”

Wise businesses listen to wise consumers. Are you

Transcription

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