Real-Time Marketing: The Agility to
Leverage ‗Now‘ Spring 2014 Rebecca Lieb, Industry Analyst @lieblink

AGENDA • • • •
Defining RTM Benefits & Risks The Six Primary Use Cases 12 Steps to Prepare for RTM

DEFINITION The strategy and practice
of responding with immediacy to external events and triggers. It‟s arguably the most relevant form of marketing, achieved by listening to and/or anticipating consumer interests and needs.

Customers now expect brands to
respond in near-real time • • Source: Lithium Technologies 2013 Over half surveyed want a response in <1 hour. 38% feel more negative about the company if no response received.

Real-time marketing makes a difference
Impacts marketing outcomes Source: GolinHarris, The Promises and Pitfalls of Real-Time Marketing. http://golinharris.com/#!/insights/real-time-marketing-research/ Turbocharges other marketing

BENEFITS OF RTM • ―Surprise
& delight‖ • Right message at the right time • Brand relevance • Always-on

Oreo: The RTM Poster Child

This year, Arby‘s rocked RTM
at the Grammy‘s

Meanwhile, other brands jumped on
Arby‘s bandwagon… in real-time!

At this year‘s Superbowl, JC
Penny planned fake drunken tweets… All in the name of promoting their new ―Team USA‖ mittens ahead of the Olympics

CHALLENGES OF RTM • Plotting
strategy & analysis • Requires intensive preparation, training • Potential for risk & reactivity • Shift in mindset • Risk of ―culture-jacking‖

Kenneth Cole‘s RTM #fail

The Six Primary Use Cases
of Real-Time Marketing

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Use Case #1: BRAND EVENTS
Planned & Proactive • Conferences, product launches, media events, customer events, etc. • Advance prep of content strategy and execution • Staff available to engage, react to anticipated posts • Few surprises

Salesforce uses Facebook app to
stream live brand events Salesforce Live, the app and dedicated microsite also integrate social feeds to drive (and monitor) event conversation.

Use Case #2: ANTICIPATED EVENTS
Planned & Proactive • Major media events, tradeshows (e.g. SuperBowl, Emmy‘s, etc.) • Like brand events, ―locked and loaded‖ approach to content strategy & execution • Staff available to engage, react to anticipated posts • Showcases brand voice, relevance

HBO prepares content for real-time
relevance during Emmys ―We know we need freedom to develop content on the fly, but we also need to know the guardrails if anything should be escalated. There are built-in parameters for each campaign.‖ -Sabrina Caluori VP Social Media & Performance Marketing at HBO

Starbucks promotes a warm nudge
towards coffee during Blizzard Nemo Starbucks targeted Facebook and Twitter conversations around the blizzard, specifically rending ads for viewers clicking on the hashtags #Nemo and #blizzard and testing different copy.

Use Case #3: LOCATION/OBJECTBASED Planned
& Reactive • GPS, NFC, or other sensor-based reaction to location, action, or request • Taps into location-based triggers which prompt an offer or action in realtime • Internet of Things brings endless possibilities with uncanny relevance in real-time • Right person, right content, right time, right place 20

Taco Bell partners with Waze
to entice nearby drivers Taco Bell leverages several brand integrations into the Waze app: promoting branded pins of locations, destination-specific targeting, custom campaign messaging (if tapped), etc.

MGM Resorts serves up recommendations
based on guests‘ location, interests MGM Resorts sends notifications for nearby restaurants, shopping, show deals, coupons, etc., via guests‘ smartphones, based on geolocation, loyalty member status, and preferences.

Use Case #4: PREDICTIVE ANALYTICSBASED
Planned & Reactive • Branded actions occurring as a result of predictive analytics (e.g. recommendations based on browsing history) • Sometimes combined with other marketing solutions‘ data sets (e.g. Marketing Automation) • Accessibility will grow as data solutions become easier to implement

Walgreens responds to in-store Foursquare
check-ins with scannable coupon

Marketo tracks and scores engagement
to automate relevant content for lead nurturing

Use Case #5: CUSTOMER INTERACTION
Unplanned & Reactive • Customer service, handling complaints, community interactions, crisis management, CRM, etc. • Requires both reactive and anticipatory work • • • • • Triage workflow Crisis communications plan Determining what will be responded to and where Empowering staff Coordination across functions

PretzelCrisps listens for those in
need of a snack, rewards them with a sample

JetBlue aims for response times
of <1 hour, engages both positive and negative mentions

USA Network interacts with fans
in realtime with Character Chatter

Use Case #6: BREAKING NEWS
Unplanned & Reactive • Reacting to unanticipated events (e.g. news) with a legitimate, relevant message • Difficult to prepare for, often emotionally charged events; acute sensitivity required • Risk of ‗culture-jacking‘ • Established creative, collaborative, and approval processes key to agility 30

Coca-Cola suspended ad spend, donated
instead to Typhoon relief

Eurocontrol responds to environmental crisis
via Facebook, LinkedIn & Twitter Eurocontrol used #euva and #ashtag to monitor and respond to conversations about the Icelandic volcanic ash cloud. Followers adopted Eurocontrol‘s hashtags, including them in stories and tips shared.

Epicurious found itself backpeddling after
Boston Marathon #RTMFAIL

oll: Which RTM use case
does your organization find the most challenging?

Twelve Steps to Prepare for
Real-Time Marketing

37

1. Listen & Learn Lay
the foundation of customer understanding, goals and content strategy • • Real-time listening for customers, competitors, industry, buzz, events Analytics tools to track and benchmark

2. Define RTM Business Goals
Define the goals RTM will serve at the business and program level • E.g. brand relevance, favorability, consideration, purcha se intent, conversion, loyalty • Results serving these goals help justify program expansion across functions to executives

3. Integrate with Content Strategy
Alignment is foundational to creating guidelines around what, how, when to respond, publish, listen • • • Provides reference point for rapid decision-making Content strategy includes training for all stakeholders around goals, brand voice, POV, tone, messaging, values, and content Aids in the creation of ―locked & loaded‖ and evergreen content

“Develop a brand compass if
you don‟t already have one, and apply it to real-time marketing. Set the boundaries around what does and does not make sense for you to participate in, so that every time something is trending, the team isn‟t asking: „Is this appropriate?‟” -Sabrina Caluori VP Social Media & Performance Marketing at HBO

Pepsi lives its ―Live for
Now‖ slogan with Pepsi Pulse, integrating real-time content into evergreen content hub

4. Integrate with Channel Strategy
Channel strategy dictates the where of RTM • • • Consider where is target audience found; where conversations are occurring; changing media habits Consider appropriate content assets for channel Consider how top RTM channels relate to content strategy as well as temporal and cultural differences

Most Critical Channels for Real-Time
Marketing

Mini Cooper listens to social
buzz to instruct content targeting Mini Cooper tapped into existing conversations with content geared towards Facebook followers in the Northeast Results: +2,000 likes 1,200 shares

5. Define ―Time‖ Element &
Expectations Define what RTM means for your unique programs and channels ∙ Let this guide expectations for responding and publishing based on organizational capabilities ∙ Consider temporal expectations for different RTM use cases and scenarios ∙ Not all companies can or will operate 24/7

Halo BCA averages three-minute turnaround
in >90% of customer inquiries

Dell‘s SLA: Respond to all
inquiries within 2 hours in the channel in which it was received Dell aligns its customer support around their policy to respond to 100% of inbound customer interactions within a 2-hour time period, through the channel in which it was received.

―Real-time lasts as long as
volume of conversation is still there. If you can ride that wave, push it out as much as you can. It can be anywhere from two days to a couple weeks, so long as your customers are still talking about it.‘‖ -Jason Miller Senior Manager of Content & Social at LinkedIn

6. Establish Guardrails & Trust
Pre-define guardrails and streamline processes • Simplify legal approval to Yes/No response • Have the necessary teams on deck • Create a ‗mini-playbook‘ to build confidence

Symantec‘s three questions all employees
must ask before posting • • • Symantec‘s ‗mini playbook‘ helps build confidence and empower employees to act autonomously on behalf of the brand. ‖Ultimately, it‘s all about common sense and what feels right.‖ - Charlie Treadwell, Director of Social Marketing at Symantec

7. Anticipate Negative RTM Preparedness
help mitigate risks, but brands must be actively and proactive ready for anything • • There is an imperative to respond in real-time to negative brand events as they unfold Coordinate with corp. comms to establish reactive and proactive guidelines: Reactive Proactive Create plan for action: apology, response, improvement Monitor social buzz w/ listening tools What, how, where to respond and message Set alerts for suspect keywords or mentions Act human Stay agile

Listening helped one company avoid
crisis in the face of the Boston Marathon Bombing Even before the news of the Boston bombing hit the airwaves, the company detected mentions of it on Twitter and quickly pulled infographic from the queue, sidestepping what would have come across as insensitive and promotional in the face of the tragedy.

After racist ad blunder, Mountain
Dew amplifies apology with promoted tweet

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8. Assemble Teams & Tools
Successful RTM requires constituents be available, informed, educated, and empowered Teams Social Listening Creative, Copywriters Analytics Brand Design Corp Comms/PR Digital assets Legal Publishing tools Measurement • Tools Collaboration Ensure streamlined execution by taking a ―war room‖ approach

Apply the ―War Room‖ technique
based on the RTM use case Unplanned & Reactive Anticipated Events Planned & Proactive Existing content hub or social media team OR Pre-identified and trained virtual team RTM hub drives approvals, design, triage, and publication OR Brands without existing RTM team assembles the equivalent for special events All stakeholders involved in RTM assemble for regularly scheduled meetings to discuss opportunities, guidelines, strategy, etc.

Adobe assembles key stakeholders weekly
to discuss real-time strategy & execution Corporate Comms/P R Brand Creative RealTime Marketing Execution Legal Social Measure ment Discusses RTM’s role in: • Newsworthy events • Upcoming campaigns • Brand events • Alignment with strategy

―At Adobe, we operate a
creative newsroom that meets on a regular basis to identify upcoming items to plan for (e.g., news, events, etc.) and talk about what is relevant, what we could do more of, where we could take certain ideas. We have the right people in the room on an ongoing basis so that we don‘t need a lot of levels of approval and everyone understands their role — this helps us go from ideation to action much more quickly.‘‖ -Chad Warren Senior Social Media Strategist at Adobe

Although Oreo‘s famous tweet during
the Super Bowl captured the limelight it was the fully staffed Super Bowl ―war room‖ (uniting all brand and agency stakeholders) that enabled the rapid design, approval, and publication of that tweet.

9. Establish Triage Connect certain
cues or events to repeatable workflows • • Consider how users may respond, identify what warrants brand response Train all stakeholders, especially community managers, to:    Identify threatening language cues & brand risks Know who/how many will respond and how to do so in a human way [When/How] to escalate to legal, PR, etc.

Build workflows based on positive
and negative interactions

10. Train & Test All
Parties This step is critical to enabling trust and empowerment needed to act in real-time • Training must occur across all stakeholders and include both strategic & tactical elements • • • Community managers (i.e. those posting and responding) Those creating, approving, distributing, monitoring Internal & external stakeholders (incl. vendors & agencies)

Training must include strategic AND
executional elements Strategic Executional  RTM‘s integration with larger content & brand strategy  Guidelines, guardrails, roles, triages, response time requirements  RTM‘s role across the org. (e.g. Customer Service, Sales, HR etc.)  How to manage workflows based on RTM‘s role across the org; when to triage to other functions  Deep training around brand identity, voice, vision, risks, affiliations, and programs  Sample scenarios of how customers, the crowd, and media could respond to RTM  Which channels will support RTM, which will not, and why  How to leverage measurement and reporting to plan and act in real-time  How RTM program will be measured and optimized  Best practices using technology supporting RTM  The role of agencies & technology vendors (if applicable)  Resources (e.g. contacts, phone numbers, vendor support, etc.)

11. Identify Analytics & KPIs
Measurement instructs effectiveness of current efforts and where to focus more deeply • Establish RTM metrics and align with overall brand metrics • • • • E.g. Increased non-branded referral traffic Engagement Increased lead quality Performance measurement of real-time engagement, content, and activities should tie to [converging] POE media

Leverage RTM to drive the
convergence of Paid, Owned, & Earned Media Paid Provides clues or fodder for developing catchy ads and promotions Owned Support hub/contact point for driving customers to owned properties or helpful content Earned Testbed for larger content initiatives & investments

12. Evaluate Scale Periodically Scaling
RTM carries a host of risks to address– especially for large enterprises • Evaluate for scale frequently (i.e monthly, quarterly) • • • • Headcount, talent, roles Tools Regional variation, language Scale must be evaluated on a foundation of benchmarking against KPIs, and always aligned with business goals

uestions?

Thank You Rebecca Lieb rebecca@altimetergroup.com
rebeccalieb.com @lieblink With assistance from Jessica Groopman, Senior Researcher Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models. Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.