the-marketing-magazine-iii by Abdallah El-Demery

Issue 3 - November / December 2012

ENGAGING HEART & MIND

Video in Print

The world’s first advertising and marketing technology that merges digital and print media

IN-HOUSE VS. AGENCY INNOVATION CO-CREATION

DIGITAL

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Video In Print

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Table of Content

8,9 WHAT IS SOSTAC?

14 EFFECTIVE COMMUNICATION STRATEGIES

SOSTAC® is a planning model, originally developed in the 1990s to help with marketing planning by PR Smith. SOSTAC® gives a logical order for tackling your plan and you should also use it to critically assess your processes.

Communication is the imparting or exchanging of information or news between two parties. For this process to be effective, couple of strategies have to be considered.

10 CO-CREATION

Emerging markets, new forms of regulation, convergence of technologies and industries, and ubiquitous connectivity have changed many facets of the business world, and are still causing further changes. These factors have changed the nature of consumers.

Fundamentally, when a marketing function becomes so central to the business success, it needs to find a home internally. Many organisations and heavy digitally-reliant businesses are fast growing their internal technology and experience teams.

11 ENGAGING HEART & MIND Having a purpose – the ‘why’ factor – is becoming a key focus as businesses, leaders and employees alike seek to find more meaning in their work and each other and most importantly their customers and community.

IN-HOUSE VS. AGENCY

PR PERSPECTIVE

Sarah Broberg messing with the mix A PR agency is not a press release factory or an event management company. A PR agency develops integrated, data-driven public relations strategies that are most effective when they’re medium-to-long term in nature, subtle, integrated and merit-based.

12 DIGITAL MARKETING

Social Media is big, and it’s getting bigger. The platforms may change but, the idea of connecting through broad digital channels is not going to disappear anytime soon.

If you want to start enjoying a strong online presence, you will defiantly need a website to represent your identity. This website is going to be your gateway to clients. By Rasha Ali.

13 SUCCESSFUL MARKETING CONTENT

20-26

We all know that “Content is King” and Content Marketing is all the rage, maybe it is time to think about some easy-to-follow tenets.

INTERNET MARKETING USABILITY FIRST

CREATIVE SHOWCASE

ISLAM OSAMA KAMAL ABDEL AZIM OMAR SARAYA Omnia Ali Dalia Bahig Ahmed Coutry AO Studio

Editor-In-Chief

Abdallah El Demery Assistant Editor

Omnia Mohi Eldin Designed and Sponsored by

www.marnomics.com

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here is no shortcut to happiness or success. We have to work really hard to achieve what we want and what we’ve always dreamed of. You might think sometimes that ceasing that opportunity will get you immediately there, but no, it doesn’t. It just might be the start; the very first step towards your goal, towards success, because good things happen to those who do the effort and go the extra mile. So what’s your definite goal? You must know where you want to be for you to get there. Can you just drive your car with no definite destination? Is your goal money, fame, success, or all of them? How well do you know your goal and where do you want to be? Is it crystal clear for you? Or a bit hazy? My personal recipe to achieving what you want lies in 3 words: Persistence, Determination, and Resilience. If you want it, go and get it.. This is how things get done. People around you will help you, support you, give you a hand, but no one will take you there. This issue of The Marketing Magazine is embracing new concepts such as Marketing innovation and Creative showcase. This is just the beginning, more success to come. Your feedback is highly appreciated, for any tips or ideas, please email me: abdallah@marnomics.com

Marketing Planning

WHAT IS

SOSTAC? One of the important systematic aspects of analyzing business performance or its status in terms of desired position.

OSTAC® is a planning model, originally developed in the 1990s to help with marketing planning by PR Smith.

SOSTAC® gives a logical order for tackling your plan and you should also use it to critically assess your processes. Ask, for example what you may be weak at? Ask… Do we fail to complete situation analysis? Are our goals unclear? Do we have a strategy? Do we control performance using analytics?

SITUATIONAL ANALYSIS Where are we now? How are we performing? What are our distinctive competitive (marketing) advantages? How effective is our Marketing Mix? Are we focusing on the best segments with the right type of customer? Are we using the most appropriate channels for communication and distribution? What uncontrollable event(s) or trend(s) can impact our business?

OBJECTIVES Where do we want to go? Business Mission? Business Objectives? Marketing Objectives – Business Development? Marketing Communication Objectives? The SMART Test for Objectives Make sure your objectives are practical and measurable. Do they fit the following criteria? Specific (with numbers) Measurable (monitor progress and confirm achievement) Actionable (can we do it?) Reasonable (realistically attainable) Timed (incorporate deadlines)

Strategy How do we get there? Segmentation – How do we want to divide up the market(s)? Targeting – Which segments of the market do we wish to focus

upon? Positioning – How do we want to be perceived in each different target segment?

Tactics Tactical plans, How do we implement the strategy? Which Communication Tools are we going to use? How are we going to use them? What message(s) do we wish to communicate? Are we being consistent across different tools and messages? Do we have the necessary resources/budgets?

Action Action plan, Who, What, When? Who is going to do what? When are they going to do it? What is the resource allocation for the action? What are the key performance measurements? How is performance going to be recorded?

Control Keeping track of progress? Do action performance measurements relate to objectives? Responsibility for measurement? Frequency of measurement? Resources for measurement? Review of measurements? Actions on variance?

How to use SOSTAC® SOSTAC® has become popular since it’s simple, easy to remember and covers all the main issues which you need in a marketing plan or a business plan.

1. Use SOSTAC® to review your process Before looking at how you apply SOSTAC® at each step to create a marketing plan, a first tip is to use it to review your planning process and how you manage your marketing.

Ask yourself critically about the activities you personally and your organisation are good at. Maybe you spend too much or too little time reviewing the situation. Perhaps you’re not so good at setting SMART objectives, or developing strategies to support them or the control stage of assessing how effective your strategies and tactics are and adjusting them?

2. Get the balance right across SOSTAC® Oftentimes, there is too much time spent on analysis within a plan and not enough on setting the strategies. So as a rule of thumb, this is how your balance of content could look: S (20%) O (5%) S (45%) T (30%) = 100%

3. Make your goals SMART and link them to your analytics/control process Taking digital marketing as an example, since it’s so measurable, it makes sense to be specific as possible about your goals by developing a funnel conversion model. But it’s worth thinking about the full range of goals indicated by the 5Ss. (Sell, Serve, Sizzle, Speak, Save)

4. Integrate the different elements of your SWOT Oftentimes in a plan or report there isn’t good flow relating sections. To help this, summarize your entire SOSTAC® plan within a table.

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Marketing Innovation

CO-CREATION

is today’s most accepted model for innovation.

Sharing

zations and stakeholders (companies, academia, government, NGO’s, etc.) across the ecosystem getting involved. And finally all of these newer interactions are occurring at the boundary intersections of individuals and organizations.

Degree of Complexity

Corporate R&D

Crowd Sourcing

Innovation Co-creation

Individual led

Number of Participants

These factors have changed the nature of consumers. Today’s consumers are informed, networked, active, and global. These factors have also changed the nature of companies. Today’s firms can fragment their value chain in ways that were not possible before. The above trends are enabling a new form of value creation; Co-creation, in which value isn’t created in the firm and then exchanged with the customer, but in which value is co-created by the firm and the customer.

This evolving model needs several new ways of managing the creative chain. There are several unanswered questions. Typical steps involved in co-creating value include: We will need to figure out how to keep the large and diverse set of participants engaged, how to share the risks and 1- Defining clear objectives for the project.

2- Figuring out who are the right customers to involve in the process.

Co-creation The evolution of these approaches is driven and, in turn, is impacted by several factors. One of them is the increase in the number of collaborators and the numerous interactions among them, across each stage of development. The numbers and interactions have grown from one innovator with a small team, to multiple large (few tens of members) teams within an organization, to larger (several hundred members) external participants, particularly customers, and so on. Today, we see a greater diversity of individuals, functions across organi-

lation, convergence of technologies and industries, and ubiquitous connectivity have changed many facets of the business world, and are still causing further changes.

Organizational Boundries

nnovation has been around since the early days of civilization, and the processes have evolved from lone crusaders – Edison comes to mind – to the independent teams holed up in the back rooms of medium- and large-scaled organizations, such as early adopters like Ford. And lately, having customers actively participate in coming up with new ideas. Indeed, innovation approaches have changed and taken on many different forms very rapidly over the past 150 years. The latest approaches have evolved into what we call “innovation co-creation (ICC),” where all the relevant stakeholders are participating across the value chain. And this approach is not just about a one-sided contribution model — as in “give me your ideas and then we will figure out what to do with them” — but a more collaborative engagement, with greater interaction and intensity of participation among creators, from generation, selection, incubation, and eventually, even to marketing the new product or service.

3-Working with customers to find out what they really want to include in a product or a service. 4-Designing products or systems jointly to meet those customers’ needs. This includes the partners to be included in your network. value of innovation, how to manage complexity of this system without laying out too many constraints, and how to manage flow of information and activity across the boundaries where the degree of trust is yet to be established. Emerging markets, new forms of regu-

5- Deciding how to share the value. 6- Overcoming internal resistance to change. This is a critical step in ensuring that you control the channel.

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Business Strategy

ENGAGING

HEART & MIND

Having a purpose – the ‘why’ factor – is becoming a key focus as businesses, leaders and employees alike seek to find more meaning in their work and each other and most importantly their customers and community.

usinesses leaders are coming to realise, slowly, that it’s not what you do that differentiates yourself from your competitors but why and how you do it. Many, however, are still blinded by the profit motive: the EBIT, especially publicly listed companies conditioned to meet ‘share holder value’. Losing sight of why you are in business in the first place and replacing it with profit only is a very risky strategy. It has been shown that those businesses which have a ‘why’ factor, something higher to aim for than profit, are five to 10 times more effective and successful than those companies who are purely motivated by profit. Why is this the case? Well, having a purpose, defining your ‘why’ factor, encapsulates the very essence of why clients and customers want to associate with a business and how they can align with its values. With increased consumer choice, people are becoming more business savvy. People are now assessing organisations, through their consumer, supplier, investor, employee and community filters, sizing up the real reason and motives for being and doing business. Despite this public assessment, many organisations still struggle to explain why they exist and how they do what they do, in a way that is easily under-

stood and generates a curiosity to know more. Why you do what you do and how you make a difference must be front and centre. In the wake of consumer disquiet at corporate greed, business’ cost management obsession, outsourcing and the move away from product as the focal point, what you do is not enough anymore.

hown It has beenbsusinesses tha t those a ‘why’ wh ich have eth ing fac tor, somim for than h igher to a five to 10 profit, a re e ffe c tive times mores ful than and succespanies who those com motiva te d a re purely by profit.

you started: What is your story? How did you come to be in existence? what do you stand for? why do you do what you do? how do you do what you do? how do contribute to the greater good? what are you giving back to your community? And how do you make others feel? These questions will give you a start but to really make progress, the concept needs whole-hearted commitment. Don’t even attempt this process if you’re not willing to be honest about your intentions as a business because your insincerity will be obvious and in today’s world reputation is critical. With consumers now better educated, techno-savvy and better connected than ever before, the need to articulate why you do what you do and how you do what you do is critical for differentiating your business.

If we can’t communicate our story to our employees, customers, prospects, suppliers, investors, media, and the broader community then they simply can’t communicate our story to others or make informed decisions about how to engage with us. How do you create an integrated organisation that engages heart and mind? Here are some questions to get

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Digital Marketing

hat are you g campaign. W one or two tin ke ar m ia ed for your so cial m h w ith so cial media? Cho ose rt s and st ries are du in d an es ta rget your effo ng to accomplis ni yi to tr pa le m ab co s be y’ ill d da w an d you e goals. annels any of to sp ecific goals an ocess to sp ecifically re ach thos er are of the digital ch e ag rnt fo va In ad s. er ng pr ta ki nsum d Tw itt st re amline your e available to co as Facebo ok an potent ial plat form s that ar orld is available at the click of Using so cial media to ols such d an s er om cust sw u to engage your rm s for the “hard” sell. o is alre ady mat ion in to day’ yo ag r e fo ut s in m rm a fo at ed pl fo at d what happ en for the ennot use these pl your “mouse,” an concer t asso ciat ion competes customer s. Do nva ad ng ur disingenuous old news. A s yo in your area, you should be ta ki of your sp er son is being le sa a n r he rt lla w pa do ow when a s as know tert ainment nels and plat form st ab out sett ing Customer s turn you off. Customer s also kn nding their an ch l ta gi di e ju es ta ders tage of th n. It’s not and they w ill interested in un ive and campaig ople w ill visit. It is ab out on is genuinely rs ne eds. pe e s os marketing initiat le pe th sa t ng ee pi best to m epts of ge and ho w nc pa ho co ok e ng th d engage. bo di g ce fin in Fa to nd ai a up ne eds ate, entert n an d understa uc an n. r d io ed at ge to ci t ga so an en as w le u r your a replacement fo gett ing pe op Remember, yo w it can work fo plat form is not ho ia d ed ch an m ea g al ith tin ci w ke so n a ar io “new” m A lso, using work in conjunct keting ar te. They should M si eb nd w ou ur b yo ut O ting vs. Inb ound Marke ot her. d Markethen w riting cong the “Out boun ts of in us tly en should prov ide w ion, Obser varr u cu yo e is ar gs ns u in co yo th is e w ar Th fe at Chances so ciat ion. Here are a plat form – Inform Predic tion. your concer t as rt ising, etc. W hile these ur so cial media d yo an , on on ing” concept in nt ni ve te pi ad O t in n, e calls, pr ng the n producn, Applic at io dire ct mail, phon ive, you are probably not se ei tion, Explanat io to include a “c all to ac tion” whe viewer s of e in ct cl fe de r ef e ur be be yo t things can t you want. Th A lways remem t. You don’t wan rn on invest men to a re cent fundamental al media conten . You want them to engage in ci so ur yo results and retu g se in on ting is a resp nt rol of st and move on Out bound Marke havior. Pe ople are more in co is se en to just re ad a po be y er da shift in consum t advert ising to the conver sation. e and how. Mos s that help Give what they re ceiv arketing. Think of all the to ol Join, Share, and don’t e, g, ic m tin Vo ai n” – w io n llpt io ca ru ct : as “inter s such as Calls to A marketing tact ic ore. ign w ill proyou avoid these m y an al media campa ci m d so an ul , sf rs es te cc fil su call lists, spam The results of a usually oneis n io at ic un m duce: and the arketing the com In Out bound M offers lit tle or no adde d value, * More Le ads audience r te ke ar e. m at e and educ ate your isting client s uc th , ed rm fo or way In n * ai rt te w ith ex cusse ek s to en just during the w relationships proach to re ach ne ap marketer ra rely Re ” * ew “n a ar around…not s ye r ke te ce ta ke g en ar es tin m pr ke e ar ur Th e brand. Inbound M * Increa se yo their loyalty to th d the mard reputation tomer s and gain com munic at ion is two-way, an ferred to concer t se ason e your brand an nc ha en d an e s re th ring prov ides value, ate. This is also * Introduce offe tert ain and educ g. s! le sa e or keter se ek s to en keting or pe er-to-p eer marketin M g in a ar e customer, * epts of marketin as relationship m ting the marketer se ek s out th nc co e th tnd ke ta ar rs m arke unde cebo ok to the In Out bound M It is import ant to you jump in and create that Fa of customer comes outlets. e th g tin ke ar M re fo plan but in Inbound and so cial media digital world be als and having a gines, referrals fe ed. Sett ing go want. er itt Tw or er via se arch en ge pa u uce the results yo ac tion w ill prod cial Media

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Content Marketing

THREE

KEY RULES OF SUCCESSFUL MARKETING CONTENT

We all know that “Content is King” and Content Marketing is all the rage, maybe it is time to think about some easy-to-follow tenets. Let’s keep this simple.

CREDIBILITY Ensure content has had thorough research before creation. Credibility comes from third-party influences and from peers. Credibility is something earned, but organizations require credibility in so many aspects – especially by enhancing its content creation. There are 3 tips for having a credible marketing content: Be easier to recognize: Always, clearly identify yourself; if your audience has any doubt about what the content source was, they will rate the credibility of your content as low. Polish the details: Avoid typos, errors, and inconsistencies; typos, factual errors, and inconsistencies will make people more likely to verify your content. That means people will consult other sources of content and won’t count on your content as the definitive word. Offer content that is really useful: Usefulness is about whether your content truly means something to the people you’re trying to reach. Does your branded content really answer their questions or guide them through tough decisions? Does your branded content avoid rehashing the obvious and thoughtfully meet your customers’ needs? If yes, you’re well on your way to making content useful.

CREATIVITY This doesn’t just apply to the creative aspect of the content itself, this applies to the methods in which the content is researched, shared and enabled for sharing. Content has provided marketers with the opportunity to distribute interesting, valuable information in the most creative method. If anything, think outside the box, but don’t alienate your audience. There’s a content marketing parallel, particularly as content becomes a service. Before you create your next supercool presentation, infographic, video or eBook, pause to ask yourself why you are creating it. Are you interested in the subject, or is your audience interested? Is it filling a discernible need, or just making noise? If you aren’t sure, evaluate the idea with customers,; dig into long-tail search queries. Just make sure you aren’t publishing content in search of an audience.

OPTIMIZATION If content is not strategically shared through the most appropriate mediums and best times of the day or week, it may be missed by linchpins in the social communities you are aiming to reach. You should never under-estimate the power of SEO and its importance to an organization’s successful online presence. “Shorter, fresher, more visual . . . pick two,” should be content marketing’s answer to better, faster, cheaper. If the piece of content you aim to publish isn’t more succinctly written, more intelligently designed, and/ or it doesn’t contain a fresher or more unique perspective than what’s already out there, then it’s unlikely to take root. The social web is a crowded place. Make sure to meet at least two of these three criteria if you expect your content to stand out.

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Communication Strategy

EFFECTIVE COMMUNICATION STRATEGIES C ommunication is the imparting or exchanging of information or news between two parties. For this process to be effective, couple of strategies have to be considered.

Identifying the target audience

Basically, we can categorise the buyer readiness stages into 3 categories: Cognitive stage (Awareness, Knowledge), Affective stage (Liking, Preference, and Conviction), and Conative stage (Purchase).

A marketing communicator starts with a clear target audience in mind. The audience can be potential buyers or existing customers, those who make the buying decision or those who influence it. The target audience will heavily affect the communicatorâ&#x20AC;&#x2122;s decision on

Designing the message

what is to be said, how it will be said, when it will be said, where it will be said and who will say it.

content, and how to say it; the message structure and format. The communicator has to figure out an appeal that will get the desired response. There are three different types of appeals: Moral, Emotional, and Rational appeals. Message structure: there are three message-structure issues that need to be handled by the communicator: Whether to draw a conclusion or leave it to the audience, whether to present a one-sided or two-sided argument.

Determining communication objectives The target audience can be in any of six buyer-readiness stages: Awareness, Knowledge, Liking, Preference, Conviction, and Purchase. The marketing communicator has to know where the target audience now stands and to what stage it needs to be moved.

The promotional message has to have 4 characteristics: it should get Attention, hold Interest, arouse Desire, and obtain Action. In putting the message together, the marketing communicator has to figure out what to say; the message

Message format: the message should attract the target audienceâ&#x20AC;&#x2122;s attention through having a practical value, interest the target group, communicate new information, reinforce or help to justify the buyerâ&#x20AC;&#x2122;s purchase decisions. Selecting the message: source has a great impact on the target audience. The source has to be credible and attractive for the message to have the desired effect and to be persuasive. Choosing Media: the communicator has to choose either a personal or non-personal communication channel.

Collecting feedback After sending the message, the communicator must research its effect on the target audience. This involves asking the target audience members whether they remember the message, how many times they saw it, what points they recall, how they felt about the message. The communicator would also like to measure behaviour resulting in the message- how many people bought the product, talked to others about it, or visited the store or the dealer.

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Controversial

IN-HOUSE

AGENCY

he answer is simple. Much of these tasks are not set and forget, and thus require a team to consistently monitor and tweak. The function of creating and running these teams is really the internal challenge organisations face. As these teams are new it’s hard to simply integrate them into the traditional organisational structure. This is one reason most organisations outsource to agencies – it just gets too hard. The issue is that the lines were never agreed, and agencies have lost more and more control as clients have taken the core functions in-house. Why do you think agencies are having a hard time surviving? What else do you think happens when you become a production based organisation – you become a victim of the margin squeeze. The new evolving relationship between clients and agencies is slowly starting to define itself. Clients will always outsource the new thing. They will always look for someone to challenge what they have; they will always look for the refresh. However, they will always bring the core in house. You need your consistency – you need to know the day-to-day stuff will always get done. So fundamentally, clients need agencies to help create and define the future, find the new way and engage the new audience. The only question that no one is willing to ask is, ‘How do

we work together (client and agency) to transition between what agencies create to what clients need to take in house?’ Ideally, agencies have a responsibility to help clients stabilise themselves for the future. Don’t worry, agency folk, we will always have a place. We are responsible for helping define tomorrow. We are the thought leaders. As long as there are clients, there will always be a need for agencies that can help guide the future.

staffers experience only the strategies that their company employs.

CLIENTS’ REQUESTS While the agencies service businesses and individuals who entrust them with campaigns, in-house marketing departments service partners and clients of the company.

PACE

It’s good to have an agency for the following reasons:

The pace of the agency tends to be faster and more versatile than the pace of a company, as many companies mimic trends in their industry can vary, and contributions may be project specific.

SCOPE OF ATTENTION

COST

In-house employees know the ins and outs of the companies they work for, as their attention is completely devoted to one company and its clients. This expertise enables even the most junior person to bring value to the company. In an agency, the time spent with clients Publicists tends to be generalists, and their company-specific knowledge pales against that of someone in-house.

When you hire an agency to do the work for you, you only pay for what you get rather than paying a full time team. In addition to that, because of repetitive work, agencies do get better discounts and prices from media buying agencies.

VARIETY OF WORK In-house, the variety of one’s work is limited to one company, while publicists in agencies have their hands full with the campaigns of various clients. The surplus of clients can help newcomers experience many aspects of public relations that come with servicing different accounts, while in-house

RISK FREE When it comes to production works, you don’t bear any risks associated with that, the agency does. All what you have to do is to approve the artwork then have the job done. To sum it up, hiring an agency makes your life easier; it saves you time and money, it enriches the business, it makes you focus on the big picture and utilize your time efficiently.

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