December 3
By now, marketers know that brands cannot fully control their own message anymore. Consumers now have a diverse set of channels through which they can interact with their digital world, and they’ve taken rightful ownership of their own destiny when interacting with brands through those channels.
In an effort to be heard and to increase engagement, brands are turning to new, innovative ways to approach the digital marketing landscape, from social environments such as Twitter and Facebook, to blogger outreach and global alternate reality games. Like anything else new and innovative, the risk of failure in these approaches runs high, and the payoff is unknown.
But failure, if done early and often, can be more instructive than success. Let’s look at four new and innovative ways that brands attempted to engage with their consumers through digital, and see what lessons we can learn.
Lesson 1. Tell a story, but make it your story
In February 2008, 50 bloggers and gamers received mysterious packages in the mail containing clues to an online alternate reality game (ARG) with a clear call to action: Find “The Lost Ring.” These packages kicked off a six-month effort across the globe by more than 150,000 players in seven languages to uncover a lost Olympic game. The game officially ended at the Beijing Olympics, and it generated more than its share of accolades in marketing circles.
But that’s only half of the story. The game is a classic example of what’s known as “dark marketing” — a viral campaign in which the sponsoring brand (in this case, McDonald’s) is barely, if ever, acknowledged. The theory is that mentioning the brand would turn potential gameplayers off when they realize that they’re simply playing a part in a larger marketing campaign. In this case, it wasn’t revealed that McDonald’s was participating until months after the game began.
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December 1
It’s been a busy summer, which transitioned into a busy fall. The Thanksgiving break gave me an opportunity to chip away at the stack of New Yorker magazines that have accumulated on my nightstand. John Colapinto’s “Lunch with M,” from the November 23, 2009 edition, in which he tags along with a reviewer for the New York edition of the Michelin Guide, got me thinking about how brands should be thinking of themselves as as service:
Automobiles were still a rarity on roads in France. The brothers had the idea that a guidebook to hotels in the French countryside would encourage people to climb into a car (equipped with Michelin tires) and hit the open road. The first edition, published in 1900, was a five-hundred-and-seventy-five-page alphabetical listing of towns throughout France and the distances between them, with recommendations for hotels and places to refuel, and instructions on how to change a flat.
At Molecular we are passionate about helping brands provide real, valuable, sustainable service to their consumers. As the Michelin Guide proves, this isn’t a new concept at all. And it seems to have worked out pretty well for them:
Michelin has grown into one of the most successful multinational corporations in the world, a company more than three times the size of Goodyear.
I’ve come up with the following four components that I believe are necessary for a brand to execute a successful service:
- Deep value: Automobile owners needed a way to find out where to go and how to get there. Michelin provided this for free (initially). The few motorists at the time were given a valuable asset to plan trips, and to maintain their vehicle, and to find reliably good food on the road. As more motorists took to the road, Michelin added the three-star system to denote exceptional cooking. Taking to the road seemed safer with the Guide.
- Sustainable value: In the preface to the first edition of the guide, André Michelin wrote: ”This work comes out with the century; it will last as long.” There are now other guides, including the survey-based Zagat guide and the crowdsourced Yelp, but chefs in Europe still live by – and die by - the Michelin Guide. A few years ago, the Guide launched in the United States (in New York, Los Angeles, and San Francisco)
- Edge Business: Michelin’s core competency is in producing high quality tires. The Michelin Guide complemented that business by providing its consumers a reason to drive – it lives at the edge of Michelin’s brand proposition, as opposed to the center.
- Openness: You don’t need to drive around on Michelin tires to use the guide.
I’m curious to hear what you think – what else makes a brand service-oriented?
November 18
There is a formal proposal to introduce closures to the Java programming language. For those of us who have been in the Java world for a while (10+ years for yours truly) this could really open up a lot of interesting possibilities to express solutions to really complicated problems, the way the functional programmers have been doing things, which can mean, less and cleaner code.
For example, anonymous functions, and first-class functions would be introduced as well as incorporating some of the more interesting features of languages like ruby (think blocks and yield) and scala will make for more concise code and, as an example, provide the developer with the ability to write your own control structures.
From the (current) specification:
“Modern programming languages provide a mixture of primitives for composing programs. Most notably Scheme, Smaltalk, Ruby, and Scala have direct language support for parameterized delayed-execution blocks of code, variously called lambda, anonymous functions, or closures. These provide a natural way to express some kinds of abstractions that are currently quite awkward to express in Java. For programming in the small, anonymous functions allow one to abstract an algorithm over a piece of code; that is, they allow one to more easily extract the common parts of two almost-identical pieces of code. For programming in the large, anonymous functions support APIs that express an algorithm abstracted over some computational aspect of the algorithm.”
This is pretty exciting for Java, and as a fan of functional programming, this is a real bonus for the Java platform.
November 9
Co-authored by Yuval Zukerman, Sr. Consultant, Emerging Interactions, Molecular
Social media has come to play a key role in brand messaging, with the strong two-year climb of microblogging service Twitter adding a new twist: a 140-character limit. This restriction has pushed adoption of a few common ways to cram more message into less space. Apart from heavily leveraging the new language of texting shorthand born of the mobile SMS, the biggest trend in use is employing short URLs to save space while linking to other online content.
Short URLs are hinged on service providers like tr.im and TinyURL that allow people to generate unique links, usually formed of a small domain name followed by a hash and a series of apparently random characters that the service provider responds to with a redirect to the longer target link. For example, the provider tr.im may provide a link of the form http://tr.im/zpBD that points visitors to http://molecularvoices.molecular.com/category/data-and-analytics/, saving us 48 characters to talk about how insightful the latest blog post is.
The advantages to end users are clear enough, but the disadvantages to content providers are not. Cautionary tales of short URL service collapse have been floating around for years, but the message doesn’t mean much to the people socializing those millions of YouTube videos and Flickr photos. The people contributing all that traffic to your site aren’t as concerned as the marketing department with how long the link stays around; the internet zeitgeist waits for no one. As marketing professionals, here are a few things you should know to help you better understand short URLs and why you should consider owning your own short URLs to power your brand.
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November 5
Just when you think you’ve got this whole brand experience thing figured out, along comes another form of social media that threatens to shake your grasp on the status quo. Over the past year, Twitter has taken the spanner-in-the-works title from Facebook, which took it from YouTube, which took it from Flickr, and so on. While it can seem daunting to consider managing your company’s image over so many forms of new media, this phenomenon can benefit your company — you have more opportunities than ever to generate positive brand experiences with your customers. Of course, this means there are more chances to make a mess of things as well. So how do you make sure you do more of the former and less of the latter?
- Be generous
- Drop the facade
- Follow through
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