Pay Heed to Success and Failure of Others
“What a great idea! Our event sponsorship can tie in across Facebook and Twitter. We’ll have a competition driven by FourSquare locations near our high street stores and content on our website, forum, and YouTube channel, and all the while there will be input from our ‘brand ambassador’ celebrities! This is going to be the best Social Media campaign ever!”
Sound familiar? Multimedia campaigns are increasingly driven by online content and interactions: and social media is seen as a great way to bring this together by many. However, how do we learn from previous campaigns to ensure we avoid repeating our mistakes, and those of other people attempting similar things? How can we do better next time if we don’t understand what went right, or wrong?
In addition to measuring your campaign objectives, including sales, awareness, brand association and so on, you should pay attention to the impact and perception of the campaign, and the brand it promotes, in the social world. Look at your owned media, such as reactions to the campaign among your Facebook fans, comments on your Wall, and retweets by your Twitter followers.
And remember to look outwards: the response of people on social networks who do not directly engage with your brand: the ‘earned’ media. Use an analysis tool such as Crimson Hexagon’s ForSight to get deep, and actionable, insights into what people are saying about your campaign all across social media: unsolicited opinions. And remember, people comment on your competitors and other organisations, too, so if your campaign has similarities with one run before by an entirely different company, why not look into reactions to that, to ensure you capitalise on their successes, and avoid their mistakes?
Assessing Multichannel Campaigns Using Social Media Analysis
A couple of great examples of social-lead multichannel campaigns in recent years were the ‘treasure hunt’ campaigns of Evans Cycles and Jimmy Choo.
Jimmy Choo’s campaign, back in 2010, invited Foursquare users to chase trainers around London, trying to catch up with them for a free pair. Around 4,000 people took part (1 in 17 London Foursquare users), and of course the company measured participation and how the exposure converted into sales back in stores (trainer sales rose 33%). Through analysing the actual discourse around the promotion, Crimson Hexagon can offer further insights.
For example, that positive mentions of the Jimmy Choo brand increased by almost 40% as a result of the campaign, while 250 different blogs covered it, as well as Reuters, Mashable, Vogue, and the Evening Standard. Indeed, the positive conversation about the campaign continued long after the publicity (see screenshot from Crimson Hexagon’s Forsight platform above).
However, there was one aspect of the campaign which didn’t go down so well. There was a major objection on social networks about the event only happening in London. What about all of the non-London people looking to participate?
A more recent (2013) example is Evans Cycles. Evans also went for the ‘treasure hunt’ style of campaign, enlisting Sir Chris Hoy to hide three ‘golden bikes’ (which, when found, could be traded in for a brand new bike).
Again, analysing social media responses to the campaign results in some interesting and actionable insight, which traditional SLA metrics may miss. For example, as the graphic below shows, as well as a largely positive reaction to the campaign, and good levels of participation, there was also some negative sentiment around the campaign. Investigating further, the Crimson Hexagon ForsSight tool identified the driver of this negativity: the first participant who found a bike then sold the opportunity to claim a new one. Many people took to social networks to express their opinion that this was against the spirit of the competition, something which detracted from an otherwise successful campaign, but which, now identified, could be addressed and avoided for future promotions.
Individuals constantly offer unsolicited opinions of brands and campaigns on social media. By analysing this conversation, it is possible to develop an understanding of the way the campaign and brand went down with a much wider group of people, not just those who were already engaged with the brand or were sufficiently moved to purchase. Mistakes can be avoided or rectified, and success can be measured on an extra level, as well as the marketer’s regular performance metrics.
And shouldn’t reviewing the past always be focused on shaping, and improving, what we do next?