Social Media: How to Engage Consumers and Build Brands

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Crown B2C SOCIAL MEDIA MARKETING ASIA MASTERCLASS November 2012, KL Social Media: How to Engage Consumers and Build Brands • How to innovate in emerging markets by localizing content to meet the needs of their consumers and how this can benefit you. • The power of Facebook to create Brand SOV and how to engage in interactive content to enhance the number of times the company and its products are mentioned positively on the social web, compared to competitors - commonly known as 'Share of Voice' • How you can build your fans and what's next • Using social media marketing to drive consumers onto their social sites. Including how these new fans are then engaged into the brand through interactive campaigns

Text of Social Media: How to Engage Consumers and Build Brands

  • 1.SOCIAL MEDIA: HOW TOENGAGE CONSUMERS ANDBUILD BRANDSCase Study, Concepts, and DebatableIdeasKenny OngTakaful IKHLAS Sdn Bhd1

2. Business Today13th April 2009Two Dominos employeesYouTubeApology from Dominos after48 hours1 million hitsTwitter: questions on silenceLinkedIn: suggestions by usersin forum 2 BusinessWeek, May 4, 2009 3. Guess Who? 4. TAKAFUL IKHLAS CORPORATE PROFILE Shareholder: MNRB Holdings Berhad (100%) Established Date : 18 September 2002 Operational since: 2 July 2003 Takaful Model: Al-Wakalah Business Portfolio : General and Family Takaful Number Products: More than 90 Number of Participants : More than 1,800,000 Number of Agents : More than 6,000 Number of Staff: 490 Regional Offices : 11 Paid Up Capital: RM295 million 5 5. IKHLAS Customized Healthcare SolutionsSmart PartnershipsMedical WellnessAdvisory Program Board Cost FlexibleManagement6 6. Menu1. Business Model and Strategy2. Social and Consumer Psychology3. Facebook4. Whats Next? Technical Details Ill leave it to theSpecialists in the next 2 days7 7. Business Model and StrategyAnd what this means to businessestoday8 8. in the past 18 months, we have heardthat profit is more important than revenue, quality is more important that profit,people are more important than profit, customers are more important than our people, big customers are more importantthan small customers, and that growth is the key to our success. No wonder ourperformance is inconsistent"CEO, Anonymous9 9. What is the purpose ofMarketing & Branding?Ultimate Objective of Marketing:Get more people, to buy morethings, more frequently, at higherprices.Retention and Loyalty are useless ifNo Conversion is happening. Sergio Zyman10 10. What is the purpose ofMarketing & Branding?Retention and Loyalty are useless ifNo Conversion is happening.Communication is useless if NoConversion is happening.11 11. What is the Objective?1.Comm = Relationship (somethinglike Dating)2.Comm Media glitz3.Comm ATL/BTL/BwTL/ArTL/FTL4.Comm CSR5.Comm = Get more people, to buymore, more frequently, at higherprices 12 12. Alignment: 4-Wheels ModelBusinessPersonStructureModel StrategyCultureLeadership Resources13 13. The McPlaybook* Make it easy to eatMake it easy to prepare 50% drive-thru High Turnover Meals held in one Tasks simple to learn hand & repeat Make it quickMake what customers want Fast Food Prowls market for new Tests new products products for Cooking Times Monitored field tests*Adapted from: Businessweek , Februrary 5th 200717 14. What is the Business Model?GoogleTata Nano USP MarketProfit ModelDiscipline 18 15. Business Model: USPThe Product is Not the Product What is the customer really buying? What is the Core Buying Purpose?19 16. Business Model: USPUnique Selling Proposition (USP)= Targeted Customer=Core Buying Purpose/ Customer Value Proposition/ Job To Be Done (JBTD)20 17. Business Model: Profit ModelRevenueAssetsCost CashMargin Flow 21 18. What is the Business Model? USPMarketProfit Model Discipline22 19. Market Discipline Features,"They are the most innovative" ProductLeadership Benefits"Constantly renewing and creative" Limited"Always on the leading edge" RangeCustomerOperational IntimacyExcellence"Exactly what I need""A great deal!"Customized products Excellent/attractive price Minimal acquisition cost and SolutionsPersonalized communications"Theyre very responsive" hassle Preferential service andCustomization Cost Lowest overall cost of Breadth &flexibility Convenience ownership DepthRecommends what I need firm""A no-hassles TCO "Im very loyal to them" Convenience and speedHelps us to be a success Reliable product and service 23 20. Market Discipline Product"They are the most innovative"LVLeadership"Constantly renewing and creative""Always on the leading edge"Air Asia Operational Ramly CustomerIntimacyExcellence"Exactly what I need""A great deal!"Customized products Excellent/attractive pricePersonalized communications Minimal acquisition cost and "Theyre very responsive" hasslePreferential service and Lowest overall cost of flexibility ownershipRecommends what I need"A no-hassles firm" "Im very loyal to them" Convenience and speedHelps us to be a success Reliable product and service 24 21. Alignment & Consistency:Market DisciplinesProduct Leadership(best product) Operational ExcellenceCustomer Intimacy(low cost producer)(best total solution) 25Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 22. Alignment & Consistency:Market DisciplinesProduct Leadership(best product) Operational ExcellenceCustomer Intimacy(low cost producer)(best total solution) 26Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 23. Alignment & Consistency:Market DisciplinesProduct Leadership(best product) Operational ExcellenceCustomer Intimacy(low cost producer)(best total solution) 27Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 24. Alignment & Consistency: Disciplines, Priorities, and KPIsOperationalProduct LeadershipCustomer IntimacyExcellence New, state of the Management by Competitive priceart products or Fact services Error free, reliable Easy to do Risk takers business with Fast (on demand) Meet volatile Have it your way Simple customer needs(customization) Responsive Fast concept-to- Market segments Consistent counter of oneinformation for all Never satisfied - Proactive, flexible Transactionalobsolete own and Relationship and competitors Once and Doneconsultative products selling Learning Cross selling organization 28 25. Alignment & Consistency Product Leadership (best product)Operational ExcellenceCustomer Intimacy (low cost producer)(best total solution)29 26. Alignment & Consistency Apple powerful Product Leadership products, premium(best product) pricing, limited rangeStill Doingwell inHP well-balanced Acer super lean2009/2011portfolio, mass cost structure, aggressive pricing customizationOperational Excellence Customer Intimacy (low cost producer) (best total solution) 30 27. Alignment & Consistency:Business Model USPMarketProfit Model Discipline31 28. Social and ConsumerPsychology32 29. What is the purpose ofMarketing & Branding?Ultimate Objective of Marketing:Get more people, to buy morethings, more frequently, at higherprices.Retention and Loyalty are useless ifNo Conversion is happening. Sergio Zyman33 30. PhilosophyLoyalty is Useless Virtual Consumption vs.Real Consumption34 31. PhilosophyLoyalty is misleading Heavy Consumption Loyalty Loyalty Heavy Consumption*Todays focus is on Loyalty, not Consumption.*To increase consumption, refer Marketing 35 32. What is the Objective? 1.Comm = Relationship (something like Dating) 2.Comm Media glitz 3.Comm ATL/BTL/BwTL/ArTL/FTL 4.Comm CSR 5.Comm = Get more people, to buy more, more frequently, at higher prices 36www.myCNI.com.my www.OOBEY.com 33. Men vs. Women 34. Recession Generation 38 35. Color PsychologyCultural Variations; white remind us of something= marriage (western) = familiardeath (China). Purple =e.g. blue = calmdeath (Brazil) Yellow =Children = Brightsacred (Chinese) = Primary Colors e.g.sadness (Greece) = toys, clothes andjealousy (France)childrens books Red , Orange =Young = bold colors; to eat quickly andolder = subtle palettes. leavecarpeting to influencepatterns of travel 39 36. Market Penetration Overview Crossing the Chasm Resistant to taking up newproduct (prefer safe route)1. Need to attract the2. The Mass market will 3. If company does notEarly Adopter (willingfollow once they seeinnovate or has weakto try) group first via early adopters joiningretention plans,neutral and niche customers will leaveproducts42 37. Target: Decision ChainAgain: different type,Influencer different strategy Buyer User43 38. Target: Customer TypesBuy From youValueSwingFormer Opposition 44 39. What does the Customerwant? Product/Service Attributes Relationship Image 45* Treacy & Wiersema, The Discipline of Market Leaders, 1995 40. What does the Customerwant?Operational Excellence: Quality and selection inkey categories with unbeatable prices Product/Service Attributes Relationship Image PriceTime Smart Selection ShopperQuality 46* Treacy & Wiersema, The Discipline of Market Leaders, 1995 41. What does the Customerwant?Product Leadership: Unique products and servicesthat push the standards Product/Service Attributes Relationship Image Time Best Function Product Brand 47* Treacy & Wiersema, The Discipline of Market Leaders, 1995 42. What does the Customerwant?Customer Intimacy: Personal service tailored toproduce results for customer and build long-termrelationships Product/Service Attributes Relationship Image ServiceTrusted Brand Relations 48* Treacy & Wiersema, The Discipline of Market Leaders, 1995 43. Each Discipline RequiresDifferent Priorities & ResourcesOrganization, jobs,skillsCulture, values,norms Operational ProductCustomerExcellenceLeadership IntimacyInformation andsystemsManagementsystems49 44. Each Discipline Requires Different Priorities & Resources Operational ExcellenceOrganization,Central authority, low level of empowermentjobs, skills High skills at the core of the organizationCulture, values, Disciplined TeamworknormsProcess, product- driven Conformance, one size fits all mindsetInformation andIntegrated, low cost transaction systemssystemsThe system is the processManagement Command and controlsystemsQuality management50 45. Each Discipline Requires Different Priorities & ResourcesProduct LeadershipOrganization, jobs, Ad hoc, organic and cellularskillsHigh skills abound in loose-knit structuresCulture, values, Concept, future-drivennormsExperimentation and out of the box mindsetInformation andPerson-to-person communications systemssystemsTechnologies enabling cooperationManagement Rewarding individuals innovative capacitysystemsRisk and exposure management Product Life Cycle profitability 51 46. Each Disc