Gage e strategy

Strategy & Consulting

1 Intro to Gage 5 minutes Slide 3

2 Approach to Strategy (w/ examples from case studies)

15 minutes

Slide 5

3 Case studies

1. Microsoft SMB2. Microsoft Retail Service Professional (RSP)

Community

3. Lawson Software

4. 3M Visual Attention Service

5. 3M HIS

6. 3M ESPE

Appendix Slide 10

Slide 11

Slide 20

Slide 27

Slide 45

Slide 60

Slide 69

Agenda

Introduction

Marketing Solutions that Drive Behavior

• Formed in 1992

• Minneapolis, Los Angeles, Redmond

• Ad Age / Interactive Rank: #35

• Promo / Promotion Rank: #37

• Blending of technology and marketing for world’s most respected brands

• Promotional

– Sweeps, games, contests, POP, legal

• Digital

– Mobile, web, media, social, dashboards

• Relationship

– CRM, incentive & loyalty programs, DR

• Fortune 500 client base

Social DMVoice MarketingMobile EmailSMS + MMSIM EmailDirect MailTelephone

TVRadioPrintDisplayWebsiteSearchOnline DisplayPaid SearchLanding PagesMicrositesOnline VideoAffiliate MarketingWebinarsBlogsRSSPodcastsContextual WikisSocial NetworksMobile WebBehavioral Social Media & AdsVirtual WorldsWidgetsTwitterMobile Apps & Geolocation

1990s 1999 2000s 2010<1990

Direct MailTelephone

TVRadioPrintDisplay

IMEmailDirect MailTelephone

TVRadioPrintDisplayCable TVWebsiteSearchOnline Display

IMEmailDirect MailTelephone

TVRadioPrintDisplayWebsiteSearchOnline DisplayPaid SearchLanding PagesMicrositesOnline VideoWebinarsAffiliate Marketing

Mobile EmailSMSIMEmailDirect MailTelephone

TVRadioPrintDisplayWebsiteSearchOnline DisplayPaid SearchLanding PagesMicrositesOnline VideoAffiliate MarketingWebinarsBlogsRSSPodcastsContextualWikisSocial NetworksMobile WebMarketing continues to get more

complex. The need to focus efforts on mastering and incorporating new approaches to maximize effectiveness is clear.

TVRadioPrintDisplayWebsiteSearchOnline DisplayPaid SearchLanding PagesMicrositesOnline VideoAffiliate MarketingWebinarsBlogsRSSPodcastsContextual WikisSocial NetworksMobile WebBehavioral Social Media & AdsVirtual WorldsWidgetsTwitterMobile Apps & Geolocation

= Driven/Owned by Emerging media= Significantly affected by Emerging media

Social DMVoice MarketingMobile EmailSMS + MMSIM EmailDirect MailTelephone

Gage Social Media Ecosystem + Select Clients Strategy & Consulting

Services

• SM Outpost strategy and management

• Social CRM - Monitoring , Measurement, Engagement

• Thought Leadership Marketing

• Event Marketing (microblogging, video capture / publishing, SlideShare)

• SEO media asset development, publishing, tagging

• Social Media Identity Protection

• SM Analytics / Dashboards

• Legal Services (Campaign design, Rules, Terms & conditions)

Software Integration

• SM Promotions (Wildfire)• eCommerce

(BazaarVoice)• B2B CRM (Salesforce)• Loyalty and Community

building (Pluck, Lithium)• Content Curation

(Magnify, Curation Station)

• Collaborative and cross-channel marketing (Spredfast, Sprinklr)

• Monitoring / Social CRM(Radian6, Visible Technologies)

• Viral tracking / Earned Media Measurement(Meteor)

• Profiling / Retargeting / Advocacy modeling(Rapleaf, Flowtown)

Custom Development

• Custom Loyalty / Sweepstakes, Contests, Promotions, Training, Community

• Custom Facebook Applications:• Photo/Video Contests• Localization

• Facebook OpenGraph API integration

• Dynamic live/social content display widgets

• Social Media-technology mashups (Crimson Hexagon, Google/Bing Maps, etc)

• Mobile Applications Development

• WAP site enablement

Media

• Cross-channel campaign design and execution

• Social Media Advertising• Twitter

(Tweets/handles/hashtags)

• Facebook (DirectServe, PPL model, others)

• LinkedIn (InMail, Display ads)

• YouTube • …More

Approach

Method

Gage Confidential. All Rights Reserved.8

• Define goals and objectives

• Understand target audiences & customers

• Analyze competitors

• Conduct gap analysis and gap-filling research

• Confirm goals and objectives

• Define initial go to market approach

• Define and prioritize tactics, timing

• Define measurement plan

Equation

9Gage Confidential. All Rights Reserved.

Client-side discovery

Market research audit (Social)

Practice Experience, Knowledge

Strategic Plan

Goals, culture, organization to assess social readiness / maturity

1. People

2. Process

3. Technology

Find and analyze relevant conversations

1. Size opportunity

2. Know where and to whom to play (audiences, conversations)

3. Know how to play(channels, conversations, tactics)

Capitalize on Gage’s experience with available tools, technologies, tactics and combine with client’s insights

Goal-driven strategic plan:

1. Goals

2. Measurement Plan

3. Prioritized Initiatives

4. Timelines

5. Budgets

Case Studies

Microsoft SMB

Business Case, Strategy

• Microsoft SMB had a meager social media presence among its reseller partners and SMB customers; leadership knew social media had greater potential but did not know how to pursue realizing that potential

• Gage developed a strategic plan to build a “social media engine” to be integrated into Microsoft SMB’s current marketing practice

– Marketing Asset/Practice Audit– Gap-Filling Research– Strategic Plan

• Purpose: Create an achievable vision to make optimal use of social media to accomplish business goals

SMB Facebook page popularity prior to engagement vs. peers: November 2010

3 Deployment Areas

Partner Enablement– Social Widgets– Social Activation for Partners

(for FY12)– Facebook: “Be The Expert”

Application– Facebook: Promotion

(Partner)– Facebook: Buddy Media

Landing Page– Facebook: Buddy Media

Syndication– Social Advocacy Platform

Organization & Structure

– Sprinklr SMMP (publishing, analytics, identify & target influencers)

– Branding– Social Content Playbook– Reporting

Customer Engagement– Ask An Expert– Facebook: Buddy Media Landing

Page– Social Advocacy Platform

Feedback Loop

Awareness = Prospect is aware of and/or knowledgeable about product / serviceEngagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchangeConversion = Prospect takes an action known to drive salesAdvocacy = Customer or influencer takes an action in support or recommendation of product / service

nnnn

Conversion Users take desired actionUsually occurs on hub

Engine View

Time

0

100

Facebook Ask A

Partner

Facebook Be the Expert

Facebook Custom UX

(Partner + Customer)

Social syndication

Demand Generation(Partner + Customer)

Social Advocacy Platform

Screenshots

Conversion measurements/analytics used for Microsoft SMB

Partners Customers

On a campaign and ongoing basis, Microsoft SMB currently consistently measures:

Downloads Click-throughs to target content Customer reach

(through Partners)

Key measurable activities:

Go to MS store and buy* Go to PinPoint and find a partner Complete a lead form

Competitor Benchmark Examples,SMB Before/After

Intuit SAP Oracle SMB(Pre)

SMB(Post)

Social Media Integrated w/ Website 9 8 6 2 2

Brand Integrated Across Social Nets 8 7 3 1 5

Clear Purpose for Each Social Media Presence

7 6 6 1 5

Social Customer Service/Support 7 8 6 1 2

Consistent Content Distributed/Posted 6 8 7 2 6

Social Media Reach (fans, followers, etc.) 6 6 5 1 4

Easy to Navigate User Experiences 7 6 4 1 4

Use of Promotions in Social Media 7 2 2 1 4

ROI Tracking / Measurement N/A N/A N/A N/A N/A

Color and Number indicate both a general assessment (color) and specific (number):

Green Excellent (7-10)Yellow Neutral (4-6)Red Poor (1-3)

SMB Social Media

Office 365 is example of campaigns being promoted across SMB SM Channels:

• Facebook SMB 7 posts – 2 types (product, cloud)

• Facebook Marketing Mashup1 post – Office 365 Intro

• Twitter SMB 5 tweets – 2 types (product, cloud)

• Twitter Cindy Bates4 tweets – 2 types (product, cloud)

• Youtube SMB FOYB video added which incorporates Office 365.

• LinkedIn MicrosoftOffice 365 product page created and promoted as feature product on summary page.

• Business Insights SMB NewsletterMentions: introducing, product beta invite, learn more and case study

• Cindy’s BlogTwo posts – 2 types (product, cloud)

Verticals, Audiences, Competencies & Tactics

Vertical Industries Consumer/Retail; Technology

Audience Groups Small and Mid-Sized Business Owners; Developers and IT Professionals; Enterprise Business Decision Makers

Competencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definition; Social Advertising

Tactics Used Blogs, Microblogs; Social Networking Sites; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing

Microsoft ExpertZone

Business case/problem analysis addressed

• ExpertZone is a training, education, rewards, advocacy, and community platform for Retail Service Professionals (RSPs) selling Microsoft products: Windows, Office, Xbox, Zune, and Hardware. ExpertZone is an exclusive community available only to current retail service professionals (RSPs). ExpertZone is available in 34 countries worldwide.

• ExpertZone selected Gage to help them reach RSPs and deliver the following specific ongoing benefits:

• Awareness: Make more RSPs aware of ExpertZone

• Engagement: Drive new RSPs to register and existing registered RSPs to revisit

• Conversion: Drive new RSP registrations, RSP visits, course completions

• Advocacy: Encourage RSPs to share their positive associations with ExpertZone to their social networks

Strategy created and deployed

• Develop and manage conversation on branded social media channels and community forum in primary social networks:

– Daily Branded Social Media Channel Management

– US Forum Moderation

– Global Reporting – 5 countries (US, UK, CA, AU, NZ)

• Drive additional insights and visits:

– Customer Advocacy Platform Pilot

– Social Advocacy Modeling and Influencer Outreach

– Expanded Social Network Advertising

– Facebook Welcome Pages

– Integrating EZ Site Content into SM Channels (Facebook App)

Screenshots – Branded outposts

Gage Confidential. All Rights Reserved.

Community website hub

Outpost – Twitter (UK)

Outpost – Facebook (UK)

Live in 6 countries, including the U.S.

ExpertZone: Community Hub


• Website includes features like user-generated content capture + syndication, ties to social media platforms, forums, groups, etc.

• Seeks to maximize marketing value of community and individual RSP members.

ExpertZone: Community Hub


Users can form affinity groups around interests

Users can see / connect with other users in their

network

User content is customized based on

personal attributes

Outposts integrated into UX

Community-Building Hub Features / Functionality

(selected examples)


Vertical Industries Consumer/Retail; Phone/Mobile; Technology

Audience Groups Students 16-24 years old; Young Male Tech enthusiasts 18-24 yrs old


Tactics Used Blogs, Microblogs; Forums; Social Networking Sites; Wiki / Collaboration Software; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing

Lawson Software

Business Case

• Lawson HCM is one of several Lawson divisions exploring social media marketing.

• Lawson HCM’s inbound marketing operation was focused on the following activities:

– Conducting Online Webinars, Demos

– Whitepaper and Case Study publishing

– Search and SEM

– PPC

– Email

– Executive Blog

Business Case

• Lawson suffered from a lack of name recognition (awareness) in comparison to ERP competitors - and sometimes was excluded from consideration for this reason.

• Lawson HCM marketing management believed social media offered a major unrealized opportunity to build awareness and fill the top of the sales lead funnel, areas for which their current marketing activities were less effective.

• Lawson HCM engaged Gage to help understand the potential of social media to build awareness and fill the top of the sales funnel, as well as improve Lawson’s name recognition in the marketplace.

Strategy

• Gage developed a strategic plan to integrate social media into Lawson HCM’s current B2B inbound marketing practice. It included detail on how to leverage Social Media and Community to increase awareness, engagement and conversion and advocacy among HCM prospects and customers. The overarching purpose is to create a holistic, achievable vision for Lawson HCM that makes optimal use of social media to accomplish business goals.

Screenshots

Slides that follow are slides from presentation version of final strategy deliverable.

Research Findings – Social Media Audit

Non-branded topical community size

• From March 11- April 11, 2011, Gage located about 52,000 posts that were directly relevant to HCM. Content was extremely varied: brands were active in publishing messages, consultants and industry experts were providing commentary, job postings were frequent, and customers/users were participating as well.

Target audience presence and participation

• HCM customers and/or users = Core target audience

• Of the 52,000 posts found, 2.1% were authored by HCM customers/users. This level of participation is not unusual for B2B industries - typical observed participation rates are 2-6%. Even at 2.1% participation however, the numbers add up quickly. Current average volume is 36.4 posts per day, 1,092 posts per month, and 31,104 customer/user posts per year.

Customer/User posts in the Pre & Post Purchase Process

• A majority of posts by customers/users were people sharing their opinions and or experiences, and were not indicating activity in the purchase process (62%). Of those that did indicate they were in the purchase process, the biggest percentage of people was posting with customer service issues/questions. These people made up 25% of total customers/user posts.

Customer posts discussing Systems (EMSS, HRMS, HCM, and HRIS)

• For customer posts discussing “systems” (EMSS, HRMS, HCM, and HRIS), almost all posts were use-experience sharing and informational, and/or technical customer service posts. Few customers/users could be characterized as being “at the top of the funnel” - all either customer service-oriented or experience-sharing.

Research Findings – Social Audit

Direct Opportunity

• ~36 times per day, Lawson HCM has a immediate engagement opportunity – engage directly to build awareness, drive engagement, increase likelihood of advocacy, push to inbound lead mechanisms

Indirect Opportunity

• Target audience far more likely to passively consume than to actively participate:– 5% of HCM professionals post original content to blogs and websites or

post ratings or reviews or comment in blogs and forums on a daily basis*

– 60%-90% of HR professionals read, watch, and listen to social media content on any given day*

• Findings suggest that Lawson HCM has an opportunity to reach and influence 470-690 customer/users per day.

*Source: http://www.birkman.com/news/BMI_WP_SocialMedia2.pdf

http://www.birkman.com/news/BMI_WP_SocialMedia2.pdf

Research Findings – Social AuditOriginal Audience/Day - Low Estimate

36.4 Average number of posts found per day by customer/users of HCM (Active)

5% % of customer/users of HCM who post daily*

728 Average number of HCM Professionals online at any given time per day (36.4/5%)

60% % of HCM Professionals who read, listen, or watch content online daily*

436.8 Average number of HCM Professionals who read, listen, or watch content online daily (Passive)

473.2 Average Daily Audience of HCM Professionals for social media content

Original Audience/Day - High Estimate

36.4 Average number of posts found per day by customer/users of HCM (Active)

5% % of customer/users of HCM who post daily*

728.0 Average number of HCM Professionals online per day (36.4/5%)

90% % of HCM Professionals who read, listen, or watch content online daily, weekly, or at least 2x month*

655.2 Average number of HCM Professionals who read, listen, or watch content online daily (Passive)

691.6 Average Daily Audience of HCM Professionals for social media content*Source: Birkman, Human Resources 2.0: How HR Professionals and HR Consultants Use Social Media and Web 2.0 Technologies


Indirect Opportunity

• That which is viewed by initial audiences is also viewed - and sometimes shared – out to social networks.

• Because of this characteristic plus low-cost/focused advertising options in social media, Lawson HCM can expect to generate aggregate of 60,000 and 88,000 paid, owned and earned brand impressions to target audience in social media per day.

• It should also be noted that social media usage is still growing exponentially, so these numbers will rise organically over time.


Projected Social Network Viewing/Sharing Impact for Lawson HCM (Benefit: Impressions build Awareness)

Target Audience

ImpressionsAd/Network Impressions

Low High Low High

Initial Target Audience Impressions 473 691 60,544 88,448

# of shares 70.95 103.65 9,082 13,267 (15% round 1 share rate)

# of shares 4.257 6.219 545 7966% share rate (round 1 or 40% round 1)

# of shares 0.08514 0.12438 11 162% share rate (round 1 or 40% round 2)

# of shares0.000851

4 0.0012438 0 01% share rate (round 1 or 40% round 3)

548 801 70,182 102,527total per-day impressions @ 15% share

61,100 89,260 total per-day impressions @ 6% share



Social Media: Lead Projection

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Awareness

Engagement

How customers experience brand communities online

Ratio of conversion event to a qualified lead

Conversion event (1:1) Users take a desired action known to drive business outcomes: buy online, live chat, register for CRM channel, download, visit specified content, etc.

Time

0

100

Advocacy

Advocacy Feedback Loop

Ratios to conversion event

(examples)

(2500:1)

(150:1)

2.5:1

Ratio of qualified lead

to sale

39

Awareness = Prospect is aware of and/or knowledgeable about product / service

Engagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchangeConversion = Prospect takes an action known to drive salesAdvocacy = Customer or influencer takes an action in support or recommendation of product / service

nnnn

(15:1) (5:1)

Social Media: Lead Projection

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Lawson HCM Social Media: Lead Generation Potential: Monthly/Annual

Low High

Awareness Events/Month(2500:1) 60,544 88,448

Engagement Events/Month(150:1) 3632.64 5306.88

Advocacy Events/Month (2.5:1) 60.544 88.448

Conversion Events/Month (1:1) 24.2176 35.3792

Qualified Leads Generated/Month(1:15 Conversion Events) 1.614506667 2.358613333

Sales/Month (1:5 Qualified Leads) 0.322901333 0.471722667Sales Value/Month ($1M Avg. Sale Value x Sales) $322,901 $471,723

Sales Value/Annual ($1M Avg. Sale Value x Sales x 12) $3,874,816 $5,660,672

Based on interviews with OppSource personnel conducted June 2011.

Practice Investment Recommendations

Initiative Description Benefit Statement Benefit (Cost) Value Goals & Measurement

Goals, objectives, expectations and actions. Design reporting. Enable tracking to goals.

Results culture is essential to success. - 0.50 N/A

Staffing - Community Management

Handle daily publishing, monitoring, engagement, measurement on all community properties.

Necessary for branded channel build-out, social CRM, influencer mapping/campaigning, forum, event promotion, etc.

- 1.50 N/A

Branded social Channel build-out

Establish branded SM channels. Develop content strategy, publishing & engagement guidelines.

Varies by channel. See slide 48 for benefit. 4.75 0.40 4.35

Social Media Playbooks

Interactive content for internal teams that explains how to use HCM social media in pursuit of their marketing goals

Internal stakeholders know how to use social media infrastructure for marketing.

4.25 0.30 1.85

SMMP Enables cross-channel publishing, monitoring, and measurement.

Efficient management impossible with multiple social media channels without use of an SMMP.

4.00 1.25 1.75

Advocacy Platform

Pilot for 6 months and assess results. Takes painstakingly built relationships and puts them directly to work building WOM benefit in the online places where it can make an immediate, material impact.

4.5 1.00 2.50

Influencer Campaign

Map influencers on matrix assessing reach and sentiment.

Most effective way to drive perception of competitive advantage.

4.25 1.00 2.25

Social CRM / Service and Support

Monitor/participate in pre-purchase conversations in non-branded community.

Observe and/or engage directly in ~36 social conversations/day. Results will come within days of implementation and build w/expertise.

4.00 .75 2.25

Community Platform (Hub) Roadmap

Develop community platform strategy/roadmap to take full advantage of advocates, use social media to broadcast activity and info from inside out.

Identify, motivate, and empower online and social customers and users.

5 2.5 2.5

Total 30.75 (9.20) 21.55

= Foundational investments. Required to deliver other recommendations.

1 point = approximately $100,000. Value = Benefit-Cost. All cost/benefit/value estimates expressed in first year.

Measurement / Analytics Used

42

• N/A – Strategic plan comprised the deliverable for this promotion.

Results

• N/A – Strategic plan comprised the deliverable for this promotion.


Vertical Industries Technology; Healthcare; Government; Financial

Audience Groups Small and Mid-Sized Business Owners; Developers and IT Professionals; Enterprise Business Decision Makers; CIOs

Competencies Social Media Strategy and Planning

Tactics Used Blogs, Microblogs; Forums; Social Networking Sites; Video and Photo Sharing (video development); User Groups; Social Widgets/Apps; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing; Wiki/Collaboration Software

3M Visual Attention Service

Business Case

• VAS is a brand-new automated eye-tracking analysis service which seeks to capture a share of the $8.6 billion dollar market research industry.

• To succeed, VAS must reach a critical mass of sales with relatively low up-front marketing and promotional investment.

• 3M VAS management engaged Gage to help understand the potential marketplace for this product and recommend marketing strategy and tactics, including social media.

Strategy

• Gage first developed an interactive strategy to drive a successful launch, resulting in management approval for greater investment to fully capitalize on the long term potential of the service.

• Analysis and recommendations were the result of an analysis of 3M’s current marketing research findings, interviews with VAS management, review of current VAS website analytics, analysis of competitive services and marketing approaches, and analysis of online conversations relevant to this market and service.

• Strategy identified four core audience targets and identified key messages and tactics for use in marketing to each segment.

• Tactics were then employed in order of perceived likely ROI on a quarterly basis, with results review and directional approach for next quarter determined at close of each quarter.

• Social media tactics employed include social advertising, branded social channels, audience-specific forums, blog.

Screenshots

Screenshots

Screenshots

Strategy

• Example of subsequent quarterly tactical recommendations:

Screenshots

Screenshots

Screenshots

Measurement / Analytics Used

• Gage assessed performance of branded channels and campaigns through a customized dashboard application which included reporting on the metrics shown on the next several slides

Results

Results

Results


Vertical Industries Consumer/Retail; Technology

Audience Groups Young Male Tech enthusiasts 18-24 yrs old; Small and Mid-Sized Business Owners


Tactics Used Blogs, Microblogs; Social Networking Sites; Social Widgets/Apps; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Media contests; Social Integration with other Marketing

3M Health Information Systems

Business case

• In conjunction with the impending conversion to ICD-10, 3M HIS had an opportunity to market a holistic HIS solution to a C-level target audience

• To be successful in selling this solution , 3M HIS had to:– Make the target audience aware that 3M HIS is more than a coding

vendor

– Convince the target audience it is worth their time to meet with an HIS CRE

– Equip the HIS sales force with the knowledge and tools to transition from a product to consultative solution selling approach

– Establish itself of a thought leader in the health system information arena

• Phase 1 of Renaissance involves the marketing of autocoding and documentation to augment existing HIS coding products in preparation for ICD-10.

Business case

Challenge:

• Help 3M HIS salespeople deliver a dynamic message to the hospital C-suite (particularly the CFO) that compels the prospect to want to engage more fully with 3M HIS.

• 3M HIS marketing team sought to incorporate social media into their plans to meet this challenge.

Objectives:

• Size current and future opportunity for 3M HIS in social media

• Deliver immediate marketing value through social media marketing

• Build owned social media marketing assets for both immediate benefit and long-term use

• Collaborate with and train internal staff on management of social media assets, including ongoing performance measurement

Strategy

• Leverage Social Media to continuously increase awareness, engagement and loyalty among 3M HIS purchasers and constituent HIS users within health care organizations to accomplish marketing goals regarding promotion of 3M HIS “Renaissance” Application

Delivered a plan to enable 3M HIS to:

Screenshots (Plan deliverable)

• Leverage Social Media to continuously increase awareness, engagement and loyalty among 3M HIS purchasers and constituent HIS users within health care organizations to accomplish marketing goals regarding promotion of 3M HIS “Renaissance” Application

Delivered a plan to enable 3M HIS to:

Screenshots (Plan deliverable)

Measurement / Analytics

• Plan only; not applicable

Results

• Plan only; not applicable


Vertical Industries Technology; Healthcare

Audience Groups Enterprise Business Decision Makers; CIOs

Competencies Social Media Strategy and Planning

Tactics Used Forums; Social Networking Sites; Video and Photo Sharing (video development); Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Integration with other Marketing

3M ESPE: Filtek Ultra Product Launch

Business Case

“Don’t lose a single customer”

• 3M ESPE marketing team engaged Gage to help announce and market Filtek Supreme Ultra Restorative, the replacement for Filtek Supreme Plus Restorative

• Gage’s task was to help convince the target audience that Filtek Ultra retains everything they have come to love about Filtek Plus, yet offers them even more through advances in product development

Strategy (continued)

• To meet the challenge of …

– Cutting through the clutter

– Getting the targets attention

– Not delivering a “me too” marketing solution

– … Gage partnered with The Second City to interject comedy into our solution

• A series of humorous videos were produced that

– Explain product benefits…

– …While entertaining and encouraging viewers to stay longer

– …and tell their peers about the experience

Site

www.everyonehasashade.com

http://www.everyonehasashade.com/

Videos

YouTube:http://www.youtube.com/user/3MESPEDental

Microsite:http://everyonehasashade.com/main/videos.html#/toothFairy01

http://www.youtube.com/user/3MESPEDental

http://everyonehasashade.com/main/videos.html#/toothFairy01

http://everyonehasashade.com/main/videos.html#/toothFairy01

Twitter

Metrics

– Website• Site traffic reports (WebTrends)• Video starts • Video completes • Number of Referrals/Video Sharing• Number of Stay Informed signups• Clicks to “Contact your authorized 3M ESPE dental distributor” link

Conversations

Campaign results

•Video cued at launch is receiving 98.5% video completes (watch entire video)•Sharing of Videos surpassing all other sharable content•Twitter followers for the Tooth Fairy and Charlie over 4,000 strong•Steady incline of unique visitors, pages viewed and length of session leading up to largest annual tradeshow (CDS) on Feb 27•Revenue growth of 13.2% surpassed goal of 10%•12-month market share growth goal achieved in half the time (6 months)


Vertical Industries Healthcare

Audience Groups Small and Mid-Sized Business Owners; Enterprise Business Decision Makers

Competencies Conversation Research and Insights; Social Media Strategy and Planning; Social Media Program Execution; Social Media Content Creation; Community/Forum Management; Social Media Measurement and ROI definition

Tactics Used Blogs, Microblogs; Social Networking Sites; Video and Photo Sharing (video development); Social Widgets/Apps; Social/Mobile integrations; Social Listening, Measurement, and Insights; Social Media Outreach and Engagement; Social Integration with other Marketing

For more information

79

Chris McLarenDirector, Emerging Media & StrategyGage Marketing GroupPhone: [email protected]: @cmclaren1

mailto:[email protected]