Mostly from the Internet, sometimes by Conrad Lisco.
In an experiment that provided participants with an opportunity to buy a discounted coffee mug, those who were told they had been randomly selected to get the discount were 3 times more likely to want to buy than people who believed everyone got the discount. The esearchers say such "special" opportunities may be appealing because people's self-esteem is tied to factors that distinguish them from the crowd.
The Whitehouse has created some nifty digital experiences in the last few years. Their latest is in support of the president's jobs plan.
This simple, social calculator is great. Here again, brands can learn from el hefe...
In light of new data from a host of 3rd parties that are beginning to prove social media’s ROI, brands are beefing up social media budgets. Allocations aren’t super surprising, with a majority of brands focusing resources on social platforms with scale where they’ll get the most for their social media buck.
In the newly networked world, brands with a distinctive way to play in social, and the capabilities to match, will have a huge advantage in attracting and retaining customers. Brands like Best Buy and American Express have been investing in social innovations and commensurate capabilities with experiences like Twelpforce and Open Forum respectively. These, like many other new examples, transcend social marketing and represent a new class of social brands who have an enterprise-driven approach to social. Whereas social marketers ask how social media can be integrated into the marketing mix, social enterprises ask how social media can change the business. Their capabilities are central, integrated and operational, driving huge organizational change and bigger bottom lines.
Here's a framework I've been using lately to address social strategically and operationally:
As you can see, there's a lot to consider (not exhaustive, but illustrative). Addressing these components is critical to creating a successful social enterprise. Here's a way to think about it…
McCann released a pretty solid report, exploring what motivtes young people, and what makes them different from other generations. It's not surprising that technology is a unifier, fueling motivations globally. Out of 16 human motivations, three topped the charts in every country:
The report is packed with little nuggets of awesome data and soundbites...
In their new report "Competitive Strategy in the Age of the Customer," Forrester asserts that companies must be more than consumer-focused, they must be consumer-obsessed. They go on to say:
"Prioritize word of mouth over mouthing off. Cut your ad budget by at least 10%, and spend the money on connections that have a multiplier effect like social."
• A Need Seeker strategy directly engages current and potential customers to better capture their unarticulated needs, shapes new products and services, and strives to make the company the first to market with those new offerings. An example is Stanley Black & Decker Inc.’s DeWalt division, a maker of power tools for professionals, which regularly sends members of its R&D group out to construction sites to research builders’ needs, observe construction crews in action, and test new products with them.
• A Technology Driver strategy follows the direction suggested by the company’s technological capabilities, leveraging its investment in research and development to drive both breakthrough innovation and incremental change, often seeking to solve customers’ unarticulated needs with new technology. An example is the German technology giant Siemens AG, which spends 5 percent of its overall R&D budget on planning for the long term, and develops detailed technology road maps within individual business units.
• A Market Reader strategy monitors customers and competitors with equal care, but the company maintains a more cautious approach, focusing largely on creating value through incremental change and being a “fast follower” of proven concepts. An example is the Visteon Corporation, which conducts well-designed research into market trends before investing in new innovations — such as reconfigurable digital displays for cars — but is prepared to move with full force and rapid speed when it discovers demand.
Data shows consumers want to engage with luxury brands on Facebook. However, luxury brands are still keeping their distance.
Really interesting data from McKinsey. Essentially, the size and frequency of deals matter less than how they're executed.
