John Hagel III
Co-Chairman, Deloitte
John Hagel III serves as co-chairman of Deloitte LLP Center for the Edge, and has nearly 30 years’ experience as a management consultant, author, speaker and entrepreneur. He has helped companies around the world to improve their performance by crafting creative business strategies that more effectively harness new generations of information technology and shape broader markets and industries.

Blake Cahill
Global Head of Digital and Social Marketing, Philips
Blake Cahill is the Global Head of Digital & Social Marketing at Philips. Blake is a results-oriented senior executive with more than 15 years experience in marketing, sales, product management and business development in both the U.S. and international environments.  Prior to joining Philips, Blake was President at Banyan Branch, where he lead client execution, acquisition, and thought leadership at the world’s fastest growing Social Media and Digital Agency based in Seattle.

Jeff Dachis
CEO, Founder and Chairman, Dachis Group
Jeff Dachis founded Dachis Group, a leading data-driven social marketing software and solutions firm, in 2008 and is currently the company’s Chief Executive Officer and Chairman.  He is also the Co-Founder, former Chief Executive Officer, and former Chairman of Razorfish, the world’s largest digital marketing solutions firm.  While at Razorfish, Dachis profitably grew the company annual revenues to over $250 Million, expanded its talent base from 2 to 2,200 employees with offices in nine countries, completed over 25 M&A transactions, led its IPO raising $55 Million, and catapulted Razorfish’s public valuation to over $5 Billion.

Anna Zanghi
Head of Global Innovation and Product Development, MasterCard
Anna Zanghi is the Head of Global Innovation and Product Development for Youth at MasterCard Worldwide. She is a 16 year MasterCard veteran, initially joining as the VP Marketing and Communications and increasing responsibility over the years, with her main focus being consumer led innovation and change.

Peter Kim
Chief Solutions Architect, Dachis Group
Peter is Chief Solutions Architect at Dachis Group, advising clients on social business and marketing strategy. He co-authored the book Social Business By Design and drives global industry discourse at beingpeterkim.com and as @peterkim on Twitter.  Peter has been quoted by media outlets including CNN, CNBC, NPR, and The Wall Street Journal and featured as a speaker at events including SXSW, Web 2.0 Expo, and Enterprise 2.0.

Tom Ollerton
Marketing Director, We Are Social
Tom Ollerton’s career in digital has taken him from mobile marketing through digital and finally found him in his natural home as Marketing Director in social media at global agency We Are Social. A highly respected digital all-rounder, Tom drives marketing at the agency, which counts brands such as adidas, Heinz, Unilever, eBay, Jaguar, Intel, Moët & Chandon & Expedia among its clients.

Robin Hamman
General Manager, Principal Consultant, Dachis Group
Robin Hamman, Dachis Group London General Manager and Principal Consultant, has 14 years of professional experience in the digital and social media industry, and a client portfolio that includes some of the world’s most recognisable brands and organisations.  Previously, Robin held a variety of roles including Director of Edelman Digital, London, Head of Social Media at Dachis Group Europe, Acting Editor of the BBC Blogs, and Executive Producer at ITV.

Michael Jones
VP of Technology, Office of the CTO
Michael Jones is the VP of Technology, Office of the CTO at Dachis Group and has worked with global brands such as Levi’s, Travelocity and Disney to define, create and implement social business technology solutions. Currently Michael is focused on technical evangelism and strategic partnerships with social networks such as Facebook, Twitter, Foursquare, Tumblr, Pinterest and LinkedIn.

Reggie Bradford
SVP Product Development, Oracle
Veteran technology and management executive Reggie Bradford is SVP of Product Development for Oracle, where he brings more than 20 years of experience across technology, Internet and marketing sectors.  Prior to joining Oracle, he was founder and CEO of Vitrue, where he developed the company into the leading provider of social marketing publishing software for global brands and agencies.

Davide Casali
Head of Design, Dachis Group
Davide Casali is Dachis Group’s Head of Design, with a hybrid background in design, psychology and technology. His objective is to change for better the quality of life of the people through the products he designs and lead.  During his 11+ years of professional experience he designed consumer and enterprise products and services for more than 2 million users worldwide in different markets.

Seats are limited and will sell out quickly; request an invitation here.  We look forward to seeing you on 20 June!

The post Announcing Speakers for Social Business Summit LONDON (20 June) appeared first on Dachis Group.

Embracing real-time marketing completes, for your business, the true potential of social marketing. Where and how do we do that? Let’s start by simply clarifying where the technology and potential is bringing us.

Real-Time Marketing Definition

Real-time marketing is “on-the-fly,” determining an appropriate or optimal approach to a particular customer at this time and place. It is a form of inbound market research that identifies the most appropriate message or offer for a given sales opportunity, as opposed to traditional outbound marketing which attempts to acquire target customers with a given ‘pre-defined’ campaign and offer. You’ve heard of the Just In Time production process which enables manufacturing to have what is needed, exactly when it’s needed; that dynamic is possible because of the real-time interaction between the demands of production and the source of resources – the same concept applies here: delivering to a customer what they need by listening to both their engagement with technology (clicks, conversions, etc.) and their social interaction with you and your brand.

Scott Hendrickson, Chief Data Scientist at GNIP, captured, during Austin’s Social Business Summit this year, that signal takes off from zero and peaks 5 to 20 minutes later. That’s an incredibly tiny window in which to act on signals from your customers.

“Gone are the days when you could plan out your marketing and public relations programs well in advance and release them on your timetable,” it’s said on behalf of David Meerman Scott’s book Real-Time Marketing and PR. “‘Real time’ means news breaks over minutes, not days. It means companies develop (or refine) products or services instantly, based on feedback from customers or events in the marketplace. And it’s when businesses see an opportunity and are the first to act on it.”

Embracing the potential of real-time marketing can have an incredible impact on your business. In a February 2012 GolinHarris survey, consumers expressed greater positive feelings about brands after they were exposed to real-time marketing than before exposure. Nearly half said they would feel more positive, while 46% would be more interested in the brand.

Julio Viskovic, Sales Sensei at HootSuite, shared with Marketo in a great post for the marketing automation tool, “Real-time marketing is a process that enables marketers to capitalize on real-time events and deliver a relevant message to the right person at the right time. Ideas must be developed in minutes rather than days or weeks. And messaging centers around real-time feedback from customers or around current events that happen. The benefit of this type of marketing, is that you can capitalize on trending topics that your followers can relate to.”

Are we there yet? Certainly, Gartner’s predictions of the Top 10 Technologies of 2011 suggested that whatever the nomenclature, real-time marketing is here and will continue to evolve. And two years later, it has. Let us help you get there.

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Moderators were, in our model, a bit like the police – there to enforce the rules and largely invisible to those who didn’t violate them. Hosts were BBC staff, experts in the topical area of discussion and usually working on a related television or radio programme brand.

Howard Rheingold’s The Art of Hosting Good Conversations Online was then, as it remains today, probably the most succinct expression of the role of the host, who he likened to the host of a dinner party:

• Setting the time, date, location and theme
• Preparing the venue
• Inviting guests
• Welcoming guests upon arrival
• Brokering introductions and starting conversations
• Looking out for bored guests and conversations that might go wrong
• Summarising the event in the kitchen late at night and sharing documentation (photos, etc) the next day

At the BBC, we divided the roles of moderation (policing) and hosting (building engagement) primarily because we felt audience needs were better catered to by topical experts. These experts were better placed to source and share content, and to express the views of programme makers. But the benefits didn’t stop there – importantly, putting our staff on the front line created new opportunities for them to gain and make use of audience insights and ideas, potentially incorporating those into their production process and outputs. Our greatest early success was probably the Archers community, formed around a the World’s longest running radio drama, which was hosted by a scriptwriter who actually incorporated audience generated plot twists into the programme itself. Sadly, after around a dozen years, that community was recently shut down by the BBC.

I’ve done well, as have many others have, from the evolution of the community management industry. But things are shifting. My thinking is shifting. And I no longer think there’s a need for so many of us to get directly involved in creating content and building engagement on behalf of brands.

Three recent client engagements have been instructive of this – two in the b2b space (one a manufacturer the other in financial services) and the other a major international governmental body. I won’t share client names here, but all three are widely known well beyond their industries.

In all three instances we took time to get to know our clients – teasing out their motivations, identifying challenges, understanding strategic objectives, and learning how progress towards meeting those strategic objectives is tracked and reported. We observed and analysed processes, looking in particular at triggers and touch-points between people, departments, functions and technical systems. Then we prioritised audiences and did a similar analysis of their motivations, behaviours and workflows.

What we realised, in all three client engagements, was that complex products, services and points of view require both the messenger and the audience to share a common vocabulary and to have a certain pre-existing level of expertise. It’s one thing to communicate the attributes of a simple consumer product, but quite another to explain the impact of a new industry regulation or the structural qualities of a never previously seen material made by fusing carbon fibres with titanium (or whatever).

This isn’t just about the ability to communicate complex topics to audiences. Communities themselves, whilst often open to the right kind of new members, usually erect barriers to protect themselves from intrusion and disruption my non members. Immigration policies, professional qualifications, formal membership policies and fees, and uniforms or group specific ways of dressing are all examples of this.

Engaging effectively within such communities is best done by members of the community itself – not by generalists or agency staff with little stake and probably even less specialist knowledge.

So going back to those three recent client engagements – in all three instances, the clients needed to communicate complex offerings and ideas to a specialised and hard to reach audience. Thankfully, all three clients also had a largely untapped resource with which to do this: their workforce. Not only could the experts within be leveraged for content but they are also connected, through their personal and professional networks, with the target audience: clients, prospects, former colleagues, industry influencers, etc.

Increasingly, I’m coming to the conclusion that there are many instances where brands, particularly those with complex offerings, are are not best served by procuring the services of agencies to manage social media on their behalf. Instead, they need a programme – underpinned by engagement frameworks, guidelines, training and technology – to activate and measure the sharing, by staff, of corporate messaging and engagement building activities.

The benefits of this approach are many:

* empowering and up-skilling the workforce
* giving staff direct and timely access to insights from customers and clients
* building engagement, sense of involvement and strategic alignment amongst staff
* de-risking staff participation in social media (by helping them stay “on message”)
* minimising external attacks on the brand (an individual is less likely to come under attack than a faceless brand)
* sustainability of effort – resource is already paid for
* greater opportunities to build authentic peer-to-peer conversations around complex topics

Tomorrow (Thursday) I’ll be speaking at Social Media Influence in London about “Turning Employees into Advocates”. This blog post is my starting point. From here, I’ll provide a range of case studies and insights on how it’s actually done.

The post Communicating Complex Offerings via Social Media appeared first on Dachis Group.

To the extent Pete and I succeeded, it was because of the tremendous efforts of many smart and highly-motivated change champions around the world that have put their reputations on the line to help make social media a priority, and in many cases, a notable success in their organizations. Social Business By Design is really just their story. We’ve all collectively learned a tremendous amount about the ideas and concepts of social business as well as the daily block-and-tackle work of driving change, adoption, and having genuine business impact with them. We also learned the social media in the enterprise can’t really be a siloed activity, but effects the entire organizations and requires broad engagement to have the most effect.

We also confirmed that one of the hardest won lessons has been that social is a highly participative activity, and is only truly successful when anyone can participate (Tenet #1 from the book.) We’ve found that social media efforts that can’t get beyond the fundamental principle of social business don’t last to refine the other nine.

To that end, the book and its approximately 100 informed case examples from which we extracted the ten fundamental tenets of social business has had a great reception over the last year, with positive reviews in Forbes, customer reviews, and elsewhere. Since it’s original publication, we’re also pleased to note that Social Business By Design has been turned into a Audible.com audio book, with excellent narration by voice actor Keith Silverstein. Social Business By Design also been optioned for translation and publication in the Indian subcontinent and in China for publication later this year. It’s also become a periodic new column on InformationWeek. And we continue to get gratifying notes about and pictures from people buying it by the box for their organization.

Based on feedback to date, we believe the book speaks for itself as one of the more succinct and up-to-date summaries for managers and strategists on how organizations can become more social across marketing, sales, product development, customer care, employee collaboration, and other functions using a pro-active and coordinated — yet largely decentralized — enterprise-wide effort. In our practice and research, we’ve repeatedly found it the case that many organizations are becoming social businesses largely “by accident” through the accumulation of disconnected department-level social media efforts. Organizations can do so much better with social media if we adopt a higher level perspective and learn from those who came before us.

In sharp contrast, the social business “by design” approach is a much more effective (and quite a bit shorter) route to the goal:

1. Guide social business efforts at a strategic level with close coordination and a data-driven feedback loop to efforts on the ground.
2. Reconcile existing enterprise functions, processes, and solutions with updated new social business methods.
3. Build a strong foundation, usually a central set of resources (with dedicated people, tools, and budget) that empowers the organization by providing best practices, common guidelines, infrastructure, and so on.

One data point continues to stands out from our work: Consistently, when we look time and again at who is leading in social business, we find that they are leading much more effectively within their organizations while also laying extensive groundwork for social business transformation. A look at who is top ranked (out of thousands of companies ranked in near real-time) in our strategic Social Business Index reveals organizations such as Disney, News Corp, Nike, Coca-Cola, and Procter & Gamble who remain consistently at the top across their constituencies of workers, business partners, and customers. In short, successful social businesses are as cohesive in their efforts as they are decentralized in enabling participation and local initiative. What’s more, they typically resource their social media efforts far more than the average organization.

Over the last year, we’ve received feedback in various forms that the ten tenets we identified in the book were the essential ones for most social business strategies to focus on. However, in the interim, we believe there have been additional lessons learned that have been very important, even critical to social business efforts. Here’s what they appear to be, given that the full story and supported data are still emerging:

• Full business impact requires a data-driven approach to social media. While we made the case that social business intelligence is key to harnessing the value of enterprise social media, we’ve consistently seen that some of the highest ROI is coming from efforts that marry customer data and social data. See a gallery I put together of particularly high impact examples, including the T-Mobile case study. Takeaway: Though some may think big data is just a buzzword, it also delivers the highest impact when it directly guides social business efforts.
• Organizations ultimately make a serious enterprise-wide commitment to social business due to external forces. Take advantage of this. Either they feel they are falling behind their competitors, or they feel like their customers have moved on or both. Most organizations live in a sort of equilibrium between the waning of legacy channels of customer/worker experience and the pull from the new social channels. It’s only when something dramatic changes that resources and priority are allocated, which we typically see rolling up into a social media center of excellence. We regularly witness large organizations repositioning themselves suddenly because of new pressures that have upset the relatively static conditions before them. In other words, identifying the imperative for social media within the organization and then getting it recognized within the organization is the single greatest catalyst to driving initial change.
• The most successful organizations are deeply networked socially. The data I used to support my argument that we are near to having a C-level social media role (even if it’s just called the Chief Customer Officer or Chief Digital Officer) showed clearly that across many large organizations worldwide, the ones that were seeing substantially higher benefits with social media, had it firmly in place at scale across their organizations.

I was recently quoted in the MIT Sloan Management Review that we are in the trough of disillusionment with social business. I believe the data shows that this is the case, even as organizations find themselves more surrounded by social media than ever before, even profoundly so.

The fact is that most organizations are still not focusing on what makes social media uniquely powerful, and instead try to use it as a medium for what they did before. Getting away from ‘paving the cowpath’ is another major reason we wrote the book: To underscore the fundamental mechanisms and principles that sets social business apart from other communication revolutions. And we attempted to do this from a large enterprise perspective. We do hope that these ideas will arm the thinking and efforts of agents of change as they look at deriving even more value from social business, as it steadily moves to the core of how our organizations operate today and tomorrow.

As always, Pete and I would love your feedback and insight on this approach, particularly as it relates to the core ideas of social business that we attempted to convey in updated and refined form. In the meantime, as appropriate, we do hope you continue to distribute the ideas in the book — in print and electronic form — to your colleagues, customers, business partners, and leadership circle to help drive success and create much more mutual value for your stakeholders.

Social Business By Design: Amazon Hardback | Kindle | iBook | Audio Book

The post Social Business By Design: A Year of Lessons Learned appeared first on Dachis Group.

At Dachis Group, we’re working hard to change that.

A week ago, I rejoined the Dachis Group as General Manager and Principal Consultant of the London office, following a three year stint in-between at one of the leading global communications agencies.

As the team here in London has brought me up to speed on the work they’ve undertaken whilst I was away, the thing that’s impressed me most is that my colleagues here at the Dachis Group have never wavered from their razor sharp focus on delivering programmes of work that are strategic, rather than tactical, in nature.

Social Business Fact: Strategies have two elements – a plan of action and objectives to reach. Therefore if an initiative, campaign or programme is strategically aligned it will always be possible to focus resource on generating specific outcomes and to measure progress objectively.

Dachis Group’s services offering is based on an insights led approach. Our process, which combines management consultancy techniques with user experience methodology,  enables us to map key stakeholders, identify organisational motivations and drivers, analyse and build upon existing processes, prioritise audiences and catalogue strategic objectives.

We undertake a similar process to better understand a clients’ audiences – who are they, where do they participate online, what are they trying to achieve, and how can we empower, enable or activate them in meaningful ways.

We then connect the dots to build participatory frameworks, underpinned by processes and platforms, that engage consumer audiences, workforces and other stakeholders in driving forward progress towards the strategic objectives of our client.

Dachis Groups’ proprietary software platforms, which offer solutions to many of the challenges marketers face in managing, tracking, measuring and managing campaigns, are often part of the mix and I’m very excited to have these industry leading tools available for our clients.

It’s still early days for me in my new role, but I’m delighted to be back – and look forward to playing my part in accelerating the shift of social business from the tactical fringes to the core of business strategy.

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Facebook launches verified Pages
Last week Facebook borrowed one from Twitter and began the rollout of verified Pages, incorporating a small blue check mark on the authentic accounts of celebrities and other high profile people and businesses.

Twitter boosts list feature
Twitter lists have been given a boost, now users can have up to 1,000 lists (up from 20) and have up to 5,000 accounts in each list (up from 500).

Update to Twitter lists: You can now make up to 1,000 lists (up from 20), and each list can include up to 5,000 accounts (up from 500).

— Twitter for News (@TwitterForNews) May 30, 2013

Visualisations of get tagged tweets
Twitter’s visual insights team released an image that shows all of the geotagged images sent since 2009, with each dot and intensity showing the total tweet count. The full set is over on their Flickr but here are two of our favourites:

Data lessons from Silicon Valley
A really excellent article from Thomas Davenport that rounds up some of his big data lessons from the first movers in Silicon Valley, Google, eBay, Yahoo, Facebook and LinkedIn. Definitely worth reading in full but for a quick skim here’s a top line summary:

• Big data can be (used) for product/service innovation – not just for internal decision making.
• Work on tools, not just applications, and open them up to the commons.
• Give data scientists responsibility and the ability to shape decisions.
• Address the limits of human productivity as a constraint of data work.
• Agile is too slow (!), expect to move faster.

Where will data help marketing in the future?
A recent survey in the US asked CMO’s what the impact of data analytics has been, and will be, in their line of work. A decline of importance for SEO and email is expected but interestingly the following areas seem to enjoy a predicted uplift in the near future; marketing strategy, product/service development and loyalty/retention programmes.

Why is big data such a big deal?
If you never took stats 101 it would be easy to dismiss big data as the next in line hyped up jargon with which to sell products and software. Although certainly some have been doing that it’s important not to miss the very large opportunity for changing how organisations make decisions. Andrew McAfee nails it in one with this very simple diagram that includes probably my favourite acronym ever – HiPPO – or the “highest paid person’s opinion”. Enjoy.

The post DGL What We’re Reading #3 appeared first on Dachis Group.

How does it work?
There are two ways to control who sees your posts:

- You can either limit your post’s audience so only certain people will be able to see it;
- Or you can add news feed targeting to optimize your post’s reach

When you target a post it is visible to the target audience in their news feeds and to everyone on your Fan Page. So people who weren’t targeted by your post will see it when they visit your Page (unless you hide the post from your timeline). When limiting the audience of a post, this post will only be seen by the audience that it was intended for in both the newsfeed and on your Page. Even if people share your Page’s post with friends, only friends in the audience that you’ve chosen will be able to see it.

Here’s a handy table:

Targeting your posts:

Limiting your post’s audience:

Who’s doing it?

A quick search of some large Pages reveals that not all brands are targeting their posts  (bearing in mind that limited posts might not be visible). You can see when a post is targeted by checking next to the date of the post. If a post has a globe, it means that the post is public. If it has a cog next to it, the post has been targeted to a specific audience.

Playstation, with more than 32m fans, doesn’t seem to target any posts. Neither does McDonalds (28m) or Blackberry (28m).

Rihanna, with more than 70m fans, targets certain posts to fans when it’s relevant for people in that area, e.g. when tickets to local shows are given away. Youtube (75m) and Coca-Cola (64m) also target many of their posts.

Why do it?

Enhanced post targeting is especially useful for global brand Pages that might have a large number of fans from different markets and target audiences. Here are some reasons you should consider targeting or limiting posts:

• Post about an event or a product that is only relevant in a local market without alienating other fans.
• Use different languages on a global Page to increase your audience’s comprehension of your content.
• Tailor content planning to different demographic profile groups.
• Usel for A/B testing of images and copy.

Strategic considerations

However, before you jump in, its worth keeping the following in mind:

• Just because you have the capability to target posts does not mean you have to. If a Page already has a demographically focused fan base it makes sense for them to speak to all their fans almost all of the time.
• Remember that not everyone who completes their profile info. This means that you might exclude some of your audience by targeting.
• Limiting and targeting posts also creates more work, this resource requirement needs factoring in.
• Always check your Page insights to measure the success of your content that is targeted or limited.

The post How To: Facebook’s Enhanced Post Targeting appeared first on Dachis Group.

“We see Vine as an untapped resource that is in the beginning stages of its popularity. Our interest and inspiration to launch our official Vine account came from Dunkin’ Donuts guests,” Scott Hudler, vice president of global consumer engagement for Dunkin’ Brands told marketing blog ClickZ.

To celebrate their arrival on Vine, Dunkin Donuts decided to leverage it for a contest. Over the course of one week, @DunkinDonuts tweeted several times a day inviting its fans to “Create a Vine on how DD Iced Coffee puts a spring in ur step.” The grand prize was coffee for a year. A search for #iceDD on Twitter turns up several contest entries from DD fans, and just about as many people talking about how interesting it was that the coffee chain was doing a Vine campaign.

See contest entry from @rockyprobst here

But what was its impact on brand awareness and engagement? With adoption for Vine so much lower than Twitter at this stage, did that hinder the effectiveness of the campaign?

The answer appears to be, yes. We can say this because earlier in the month DD held a similar contest on Twitter asking fans to, “Tell us one simple way to get your day running,” with the hashtag #simplyOJDD for a chance to win a grand prize trip to Florida. Similar ask — tell us how DD is a positive part of your day — but minus the extra step of creating a Vine video.

Looking at Dunkin Donuts Twitter data in the Dachis Social Intelligence Platform, we can clearly see the two contests creating a spike in positive performance KPIs — I’ve highlighted #simplyOJDD in orange and #iceDD in pink.

Company Posts show that @DunkinDonuts was active promoting each campaign

Shares of Company-Related Actions indicates that fans were retweeting @DunkinDonuts tweets about the contests, happy to tip off their friends to a chance to win a grand prize, or intrigued by the brand’s use of Vine.

But when it comes to performance metrics that reflect participation of DD’s fans, #iceDD falls short of the performance of #simplyOJDD.

Likely earned impressions during the #iceDD Vine contest was significantly lower.

And community activity (the total count of user tweets that appear in discussions with the brand) during the #iceDD campaign was also no where near what was seen during the #simplyOJDD campaign.

Now all this does not mean #iceDD was a #FAIL, it’s just the nature of being a pioneer in a new social space. Even though DD’s Vine campaign may have garnered less contest participation from its fans, the benefit of being perceived as a brand that’s an early tech adopter and willing to take risks has a value that’s hard to measure.

For a look at Dachis Group’s Social Intelligence Platform, and how to gain insights into content and audiences, contact us for a 1:1 tour.

The post Dunkin Donuts’ Vine Campaign: Successful Experiment? appeared first on Dachis Group.

Mary Meeker’s Internet Trends 2013
Mary Meekers highly anticipated annual internet trends is out, always full of insight and worth picking through the full 100+ slide report during a coffee break:

Facebook usage down, ads to blame?
A new YouGov survey has found that year-on-year use of Facebook is down 9 percentage points in the UK. This follows news that Facebook has shed visitors for the first time in both the UK and US, losing 2m and 9m respectively over the last six months. We’ll see in the coming year whether the user base is leveling off or starting a decline.

Elsewhere the report finds that only one in twenty users have even clicked on an ad in the last year, and that only one in ten feel the platform’s targeted advertising produces relevant ads for them. Perhaps related has been Facebook’s attempt to move beyond measuring ad effectiveness on clicks alone. Last week they met with Unilever, EE, Barclays and Tesco to demonstrate how to attribute indirect sales to ads served on their platform via third party tools.

#FBrape campaign claims win, Facebook changes guidelines
Over the last few weeks Facebook has come under fire for not removing content that contains gender based hate speech. The campaign #FBrape successfully lobbied advertisers to remove budget from the platform at the same time as requesting a raft of changes. Facebook duly responded and committed to updating their guidelines and processes for content moderation.

Twitter strengthens TV proposition
Last week Twitter announced the beta launch of their TV ad targeting product. It works by allowing advertisers to target users who use hashtags of TV shows, allowing advertisers to re-target users who are watching the shows they have advertised on. Let this lovely video explain how it worked with Trident gum in the states.

At the same time Twitter announced a host of new media partnerships to distribute video content, expanding from NBA, ESPN and Turner Sports to include groups like Conde Nast, Vice and Discovery amongst others. These partnerships will give users access to exclusive clips, allow content producers to share video widely across the platform as well as gaining from advertisers sponsoring the videos themselves. A win-win-win if they don’t say so themselves. Here’s an example:

Roy Hibbert’s BIG block. One of the nicest you’ll see #NBARapidReplay – on.nba.com/Z4vJmb

— NBA (@NBA) May 19, 2013

New lead gen product for Twitter
And finally in a very busy week for Twitter another new product, this time for lead generation, although it’ll only be available for ‘managed clients’ in the near future. The lead generation card includes a call to action that shares the users name, twitter handle and email address. Here’s one in action:

Digital Ads & TV effective for conversion to social
Some new research from Burst Media looks into the effectiveness of cross channel conversion onto social media. The poor conversion of outdoor ads is worth noting, given how prevalent social calls to action are on this channel.

Understanding customer advocacy, with Nutella
Nutella gave us all a great case study this week in how not to react when you discover a passionate advocate of your brand. Sara Rosso has been hosting world Nutella day since 2007 and in the process collected over 700 Nutella based recipes, gained over 47,000 fans on social media profiles and secured PR hits on the likes of NBC and CNN.

Despite all this free marketing she was sent a cease-and-desist letter in mid May from Nutella’s parent company asking her to stop using the brand logo and name. In the week that followed Sara’s Nutella community was outraged, leading to a few industry articles shaming the approach. Shortly after Nutella contacted Sara to seek a resolution.

Nutella themselves blamed the confusion on a ‘standard legal brand defence process’, providing a reminder to keep legal updated of what is and isn’t a brand risk.

How do I create advocates?
For anyone looking to capitalise on super fans like Sara, or if you want to encourage the development of some, you could do worse than take a read of this piece in the Harvard Business Review blog. In summary here are their key pointers for creating customer advocates:

• Deliver what you promise and promptly fix what goes wrong
• Know your customers’ problems
• Connect your customers with their peers
• Market and sell your customers’ achievements
• Provide your customers with opportunities for growth
• Align your PR messaging with your customers
• Offer other customer-engagement possibilities

If you wanted a deep dive into advocacy the second issue of our Social Business Journal focuses on the area, another good one for the coffee break.

How do you become a social brand?
Head of Design Davide ‘Folletto’ Casali was at Digital Shoredtitch last week, sharing some thoughts on being a social brand and where to start in becoming a social business. It’s a great deck to flick through and includes several core ideas that every marketer should keep close at hand.

Marketing as science, art and faith
Greg at Digital Tonto wrote a great piece last week that discussed how ‘network simulation’ is just around the corner for marketing strategy. For anyone who knows that human interaction is network led (don’t we all?) then the limitations of customer segments and consumer journeys are clear and obvious, but alternatives seem scant on the ground. He references a small startup called Concentric who simulate “what if” propositions using a wide range of your qual and quant data sources. Worth reading Greg’s article in conjunction with this debate on whether marketing is science, art of faith.

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