social media: how to engage consumers and build brands
DESCRIPTION
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 campaignsTRANSCRIPT
1
SOCIAL MEDIA: HOW TO ENGAGE CONSUMERS AND BUILD BRANDS Case Study, Concepts, and Debatable Ideas
Kenny Ong
Takaful IKHLAS Sdn Bhd
2
Business Today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009
Guess Who?
5
• 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
TAKAFUL IKHLAS CORPORATE PROFILE
6 6
IKHLAS Customized Healthcare Solutions
Smart Partnerships
Wellness Program
Cost Management
Flexible
Medical Advisory
Board
7
Menu
1. Business Model and Strategy
2. Social and Consumer Psychology
3. Facebook
4. What’s Next?
Technical Details – I’ll leave it to the
Specialists in the next 2 days
8
Business Model and Strategy
And what this means to businesses
today
9
“…in the past 18 months, we have heard
that 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 important
than small customers, and that growth is
the key to our success. No wonder our
performance is inconsistent"
CEO, Anonymous
10
What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
“Retention and Loyalty are useless if
No Conversion is happening.”
11
What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”
12
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
13
Alignment: 4-Wheels Model
Culture
Business
Model Strategy
Structure Person
Leadership
Resources
17
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
18
What is the Business Model?
USP
Market
Discipline Profit Model
•Tata Nano
19
Business Model: USP
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?
20
Business Model: USP
Unique Selling Proposition (USP)
=
Targeted Customer
=
Core Buying Purpose/ Customer Value
Proposition/ Job To Be Done (JBTD)
21
Business Model: Profit Model
Revenue
Cost
Margin Cash
Flow
Assets
22
What is the Business Model?
USP
Market
Discipline Profit Model
23
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
Operational Excellence
Customer Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth
24
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
Operational Excellence
Customer Intimacy •Air Asia
•LV
•Ramly
25
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
26
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
27
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines
28
Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Alignment & Consistency:
Disciplines, Priorities, and KPIs
29
Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency
30
Operational Excellence
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency
HP well-balanced
portfolio, mass
customization
Acer super lean
cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2009/2011
31
Alignment & Consistency:
Business Model
USP
Market
Discipline Profit Model
32
Social and Consumer
Psychology
33
What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
“Retention and Loyalty are useless if
No Conversion is happening.”
34
Philosophy
Loyalty is Useless…
• Virtual Consumption vs.
Real Consumption
35
Philosophy
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
*Today’s focus is on Loyalty, not Consumption.
*To increase consumption, refer Marketing
36
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
www.myCNI.com.my www.OOBEY.com
Men vs. Women
38
Recession Generation
39
Color Psychology
remind us of something
familiar
e.g. blue = calm
Children = Bright
Primary Colors e.g.
toys, clothes and
children's books
Cultural Variations; white
= marriage (western) =
death (China). Purple =
death (Brazil) Yellow =
sacred (Chinese) =
sadness (Greece) =
jealousy (France)
Young = bold colors;
older = subtle palettes.
Red , Orange =
to eat quickly and
leave
carpeting to influence
patterns of travel
42
Market Penetration Overview
• “Crossing the Chasm”
Resistant to taking up new product (prefer ‘safe’ route)
1. Need to attract the Early Adopter (willing to try) group first via neutral and niche products
2. The Mass market will follow once they see early adopters joining
3. If company does not innovate or has weak retention plans, customers will leave
43
Target: Decision Chain
Influencer
Buyer
User
Again: different type,
different strategy
44
Target: Customer Types
Buy From you
Value Swing Former
Opposition
45
What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes Relationship Image
46
What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
Price
Quality
Time
Selection
√
√
Smart Shopper
Relationship Image
Operational Excellence: Quality and selection in key categories with unbeatable prices
47
What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
√
Brand
Time
Function
√
√
Best Product
Relationship Image
Product Leadership: Unique products and services that push the standards
48
What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes
√
√
√
√
Service Trusted Brand
Relationship Image
Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships
Relations
49
Operational
Excellence
Customer
Intimacy
Product
Leadership
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Each Discipline Requires
Different Priorities & Resources
50
Operational Excellence
•Central authority, low level of empowerment
•High skills at the core of the organization
•Disciplined Teamwork
•Process, product- driven
•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems
•The system is the process
•Command and control
•Quality management
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Each Discipline Requires
Different Priorities & Resources
51
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Product Leadership •Ad hoc, organic and cellular •High skills abound in loose-knit structures •Concept, future-driven •Experimentation and 'out of the box' mindset •Person-to-person communications systems •Technologies enabling cooperation •Rewarding individuals' innovative capacity •Risk and exposure management •Product Life Cycle profitability
Each Discipline Requires
Different Priorities & Resources
52
Organization, jobs, skills
Management systems
Information and systems
Culture, values, norms
Customer Intimacy
•Empowerment close to point of customer contact
•High skills in the field and front-line
•Customer-driven
•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and
external information
•Strong analytical tools
•Customer equity measures like life time value
•Satisfaction and share management
•Focus on ‘Share of Wallet’
Each Discipline Requires
Different Priorities & Resources
53
Target: Customer Types
Buy From you
Value Swing Former
Opposition
54
Loyalty 2: Swing
Loyalty = Best alternative at the current
moment until I find another alternative
Solution Strategy: Base Retention
55
Loyalty 2: Swing
Swing Customers are “loyal” because:
• Individual Relationships
• Convenience (at that point in time)
• Tied-up
• Product Uniqueness
• Promotions
• No better alternative
• Downlines
• No known alternative
• Psychologically lazy
56
Sample Strategies for ‘Swing’
• Increase switching
costs
• Mega packages
• Community
• Reward programs
(Points)
• Membership
Subscription
• Email communication
• Newsletters
• Personalized alerts
• Survey
• Suggestion Box
• Switching Techniques
(e.g. Balance
Transfer of credit
cards)
57
SOCIAL PSYCHOLOGY
The often overlooked, but more
important part of Social Media:
58
Law of Human Nature # 1
The most powerful
emotion – “FEAR”
•The prospect of a loss has a greater impact on
decision making than does the prospect of an
equivalent gain – “Prospect Theory”
59
Law of Human Nature # 2
The greatest desire of
humans – the
“Desire to be Important" •The interesting topic in the world – themselves
•criticism = “lose face” = defense
60
Law of Human Nature # 3
There is no such thing
as No Motivation
•Everyone is motivated.
•It is a matter of Positive or Negative Motivation
61
Law of Human Nature # 4
ALL our decisions are
emotional first, logical
second
62
Law of Human Nature # 4 (a)
We use ‘logic’ to defend
our emotional decisions
63
Law of Human Nature # 5
Attitudes drive
Behavior
•Attitudes model attitudes
•It is easier to change the attitude than behavior
•Change the attitude, change the behavior
64
Law of Human Nature # 6
Humans have only two
types of Thinking
•Careful or Lazy – “Dual Process Theory”
•Most people,most of the time, are in Lazy mode
•Lazy Mode Influence: Cues
•Careful Mode changes are more persistent
•Careful Mode Influence: Relevance & Comprehension
65
Influence Weapons
1. Comparison. When Others Are Doing It, You Should, Too. 1. We view a behavior as correct in a given situation to the
degree we see others performing it
2. The greater number of people who find any idea correct, the more a given individual will perceive the idea to be correct.
3. We will use the action of others to decide proper behavior for ourselves, especially when we view those others to be similar to ourselves.
4. Examples: restaurants, looking in air, tv comedy, donation plate
66
Influence Weapons
2. Liking. When You Like the Source, Do What Is Requested. 1. We prefer to say yes to the requests of people we know
and like.
2. We automatically assign to good-looking individuals favorable traits as talent, kindness, honesty, and intelligence.
3. We like people who are similar to us. We tend to believe praise and to like those who provide it, often when it is probably untrue.
4. An association with either bad things or good things will influence how people feel about us.
67
Influence Weapons
3. Authority. When the Source Is An Authority, You Can Believe It.
1. Humans by nature have a sense of duty to authority.
1. We are often vulnerable even to the symbols of authority as opposed to real authority e.g. titles, clothes, jewelry, cars.
68
Influence Weapons
4. Reciprocity. When Someone Gives You Something, You Should Give Something Back. 1. We should try to repay, in kind, what another person
has provided for us.
2. For those who owe a favor, it makes no difference whether they like the person or not.
3. This rule becomes less powerful as time becomes longer.
4. A person can trigger this effect even if it was an uninvited favor.
69
Influence Weapons
4. Reciprocity. When Someone Gives You Something, You Should Give Something Back. 1. There is a strong cultural pressure to return a gift,
even an unwanted one, but there is no such pressure to purchase an unwanted commercial product.
2. A small initial favor can produce a sense of obligation to agree to a substantially larger return favor – Unequal Exchange
70
Influence Weapons
5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. – Salesperson: "Excuse me, but do you think that a
good education is important for your kids?"
– You: "Yes, of course."
– S: "And do you think that kids who do their homework will get better grades."
– You: "Yes, I'm sure of that."
– S: "And reference books would help kids do better on their homework, don't you think?"
– You: "I'd have to say yes to that."
– S: "Well, I sell reference books. May I come in and help improve your child's educations?"
– You: "Ahhh, wait a minute . . ."
71
Influence Weapons
5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. 1. Once we make a choice or take a stand
(commitment), we will encounter personal and interpersonal pressures to behave consistently with that commitment (consistency).
2. The more effort that goes into a commitment, the greater is its ability to influence the attitudes of the person who made it.
3. The commitments most effective in changing a person’s self-image and future behavior are those that are active, public, and effortful.
72
Influence Weapons
5. Commitment/Consistency. When You Take A Stand, You Should Be Consistent. 1. A person will create his/her own new reasons to
support and justify their choice even when the original reasons are taken away.
2. Involvement and Buy-in
3. E.g. Advertisement (Promotion) – Out of Stock
73
Influence Weapons
6. Scarcity. When It Is Rare, It Is Good 1. Opportunities seem more valuable to us when they
are less available.
2. People seem to be more motivated by the thought of losing something than by the thought of gaining something of equal value.
3. The more we are denied the freedom to have something, we more we want it – Psychological Reactance Theory by Dr. Jack Brehm.
4. We will find a piece of information more persuasive if we think we can’t get it elsewhere – Power of Secrets
74
Influence Weapons
6. Scarcity. When It Is Rare, It Is Good 1. Things that can be scare: time, money, opportunity,
physical
7. Self perception. We learn about ourselves by observing our own behavior. 1. If we observe ourselves doing some thing then we
reason that we must like the thing.
75
• SOCIAL MEDIA
76
The Unfortunate World of Social Media
77
The Unfortunate World of Social Media
#1: By the time you master the
technology, it’s already irrelevant
78
The Unfortunate World of Social Media
#2: By the time your Social Media
strategy is approved, it’s already
irrelevant
80
The Right Tools for the Job
Reach of Communication
Qualit
y/I
nte
nsity o
f
Co
mm
un
ica
tio
n
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Mass Traditional, In-
home, Out-Of-Home
Mass Unconventional
Mass Online
81
The Right Tools for the Job
Reach of Communication
Qualit
y/I
nte
nsity o
f
Co
mm
un
ica
tio
n
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Mass Targeted
Conventional
Mass Targeted Online
E.g. Annual Reports,
Analyst Briefings, IR
Roadshows, IR Website
82
The Right Tools for the Job
Reach of Communication
Qualit
y/I
nte
nsity o
f
Co
mm
un
ica
tio
n
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Individual Targeted
Conventional
Individual Targeted
Online
Contests
One-on-One
83
The Right Tools for the Job
Reach of Communication
Qualit
y/I
nte
nsity o
f
Co
mm
un
ica
tio
n
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
84
Things to note about Social Media
• Social Media is not a Sales Weapon
• Social Media is not a Media Weapon
• Social Media is not an evolution of Direct
Marketing
• There is no Silver Bullet
85
So What’s the Use of Social Media?
86
Localizing Platform
87
Localizing Platform
88
Localizing Platform
89
Localizing Platform
90
Localizing Platform
The 36 Rules of Social Media
92
94
Facebook: What Do You Want?
• Share Of Voice (SOV)
• Click-through?
• Engagement?
• Comments?
• Followers?
• Share?
• Like?
• Sales? Brand? Market Share?
95
Facebook for Business
1. Simple Starts (for those starting out)
2. A/B Testing on Facebook
3. Edge Rank
4. Facebook Ads
96
Facebook: Simple Starts
98
Gen Y Alphabet
99
Facebook: Simple Starts
• Keep Your Updates Short
– Blame it on Twitter
– Sweet Spot: 100 characters
• Let a photo do the talking
– Photo Album - 180%
– Photo - 120%
– Video - 100%
More
engagement
100
Nice Photos, Short Sentences
101
• Don’t Use URL Shorteners (e.g. bit.ly)
– URLs are not counted in the 100-140 character rule
– A shortened URL does not indicate what type of
website you’re taking them to
– use a brand-specific URL shortener e.g. Victoria
Secret: http://i.victoria.com/wSl
102
Simple Starts
• Time your Posts
– optimal time to post is between 1:00 pm and 3:00 pm
– Links posted between 1 and 4 pm get the highest
click-through rates
– Links posted before 8:00 am and after 8:00 pm are
less likely to get shared.
– Engagement rates are 18% higher on Thursday and
Friday
– Engagement rates fall 3.5% below average for posts
Monday through Wednesday
– Saturday and Sunday posts get the most likes Stats from bit.ly and Hubspot
103
Simple Starts
• Use the Right Words for Higher Engagement
– “post,” “comment,” “take,” “submit,” “like” or “tell us”
are the most effective
– “winner,” “win,” “winning” and “events” will make fans
excited
– contest,” “promotion,” “sweepstakes” and “coupon”
will turn them off.
104
Simple Starts
• Ask Questions
– “Where,” “when” and “should” –> highest engagement
– “would” –> most likes
– “why” -> lowest engagement, lowest likes
– Yes/no: most responses; just seconds to answer.
– Feedback
– Emotional/provocative
– Fun and fast: "Quick: ‘Batman' or 'Avengers'?"
105
Simple Starts
• Video Teasers
– Short -> one to three minutes at most
– Ask a question.
– Offer a quick tip
– Upcoming event
– Share a funny story
106
A/B
Testing
107
Early A/B Testing: Website Designs
108
A/B Testing: Simple
109
A/B Testing: More Advanced
110
A/B Testing: Advanced
111
A/B Testing: Simple & Practical
112
A/B Testing:
113
Edge Rank
Page Rank
Edge Rank
114
Edge Rank
• "Edgerank" algorithm - decides what
content appears in News Feeds
• On average, only 16% of company brand
page posts are actually seen by its fans
115
Edge Rank Algorithm: How it Works
• The closeness of the user to the brand -- or
person,
• The more your audience interacts with you, the higher
their affinity score for you will be.
• The weight of the content.
• Ranks Comments and Sharing higher than "likes"
because they require more action on the user's part.
• The time decay factor.
• Measures the age of your content. If it's older than
other content, it doesn't get as high a score.
116
Edge Rank Algorithm: How To
1. The more engagement the better:
– Instruction or call-to-action
– ask fans to share or "like" the content.
– pose questions to spur comments
2. 'Heavy-lifting' interactions help a lot:
– Drive fans to upload pictures, videos and engage in
lengthy discussions
– Video and photo contests can spark more interaction,
as can simple calls for content.
117
Edge Rank Algorithm: How To
3. Consistency is imperative:
– Post content that drives the audience to react on a
daily basis -- maybe even several times each day.
–
4. Content is king:
– Write and publish great content.
– Content so good fans have to share it
118
119
120
121
122
123
What’s FB Useful For?
Closing Quote on Facebook
125
• What’s Next?
126
• What other stuff are more important to notice
besides Social Media?
127
What’s Next?
• Mobile
• NFC
• GeoMarketing (including LBT)
• Gamification
• Virtual Goods
128
Mobile
129
130
NFC: Financial Product Innovation from
Non-Traditional Financial Players
• M&A: bar code readers, inventory
tracking, location-based deals
• App: loyalty card, coupon, NFC, mobile
payment at restaurants and cafés
• eWallet (soon)
• eWallet – in collaboration with Citibank,
MasterCard, Sprint Nexus 4G
131
Find You…
Technology
Self Targeting
Location +
Incentive +
Call to Action
=
132
Location-based Social Media
133
Case Study: Placecast & Geo-Fencing
• Geo-fencing —
the act of
drawing an
invisible
boundary
around a given
location and
serving an opt-
in SMS
message when
users enter
boundary
134
Case Study: O2, Starbucks, L’Oreal
• Six-month trial
• Placecast’s geo-
fencing
technology
• 1,500 areas
offering deals.
• Opt-in
• Gender, age and
general interests.
• Receive Special
deals
135
Case Study: McDonald’s, Facebook
• Starting June
2010
• Check in while
featuring one of
the products,
such as a Big
Mac, in their
activity feed
• Geo-couponing
136
Case Study: Google, iPhone, Android
• Location-aware mobile
display ads
• Incorporate maps for
click-to-call
• Ad-unit: expands into a
full ad that includes a
map overlay with the
business pinned on a
Google Map
• Calls-to-action: “get
directions” and “click-to-
call.”
137
Gamification SPARX
Developer: University of Auckland
http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/
138
Gamification
139
Gamification
140
Gamification: Market Size
141
Gamification
Activities
Leader Board
(Ego/ Achievement)
Rewards (Satisfaction)
Community (Belonging)
143
Virtual Goods…
$19.90
144
End Notes
145
Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
146
Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report
147
Popularly Unpopular
Popularity
≠
Affection
148
What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
149
The Business of Business is
Business, not Social Media
Thank You.
soft copy of slides: http://totallyunrelatedrandomanddebatable.
blogspot.com/