Before designing a Digital Strategy, my clients often ask the “million dollar” question — “How do I know Digital Media works?”

My response is simple –there are no guarantees in this world.  But if I had the answer, I would own the most prolific global digital agency.

Rather, I suggest addressing this challenge through a series of questions that are the foundation for a successful Digital Marketing program.

• Is the content of the social media message effective?
• Is the target market communicating via social media and will you reach them?
• Are selected social media tools appropriate and optimized?
• How do you evaluate this strategy before and after the launch?
• Does the marketing effort meet the client’s goals?

A simple approach is needed to answer these questions. I searched for a methodology to evaluate current and future online and social media efforts in terms of meeting the basic criteria considered necessary for a successful Social Media Marketing campaign.

After considerable research and testing, GERVAS was developed to benchmark these efforts. During the past year this methodology was used successfully to analyze current campaigns and “design stage” marketing efforts including:

• Websites
• Online newsletters
• Facebook welcome pages
• Blog posts
• YouTube videos
• TV advertisements
• Digital Marketing campaigns

It was used as a guide to develop the digital marketing strategies for Lynchburg College School of Business and Economics and Fez Sacred Global Music Festival , as well as a learning resource for a Social Media Marketing University Course.

The tool has been refined and expanded as SERVAS Digital Analysis. SERVAS reflects the ultimate goal of “serving your customers” through conversing, caring, supportive and sustainable actions.

SERVAS is a tool that guides the development of your Digital Marketing Campaign.  Each marketer/ businessperson applies six simple benchmarks to evaluate the potential effectiveness of its digital marketing efforts. This analysis can be applied to the different phases of a campaign:

• Strategic phase:  to position the product/organization
• Design phase:  to anticipate results
• Market Testing phase (via team discussion or focus group): to refine the product or  presentation
• Final Evaluation phase:  as a post mortem for a current campaign to better understand the elements  that need to be adjusted

SERVAS is an easy to apply tool using these six critical benchmarks for digital success. By probing and asking related questions for each benchmark, marketers will gain insights on the potential effectiveness of their marketing efforts to achieve desired results.  Here are the six benchmarks:

Sustainable goal

Engage

Relationship

Value

Action

Synergy

Sustainable goal – What is the targeted goal of your advertisement, social media program or digital marketing campaign?

What differentiates a traditional corporate goal from a sustainable goal?

A traditional goal focuses on meeting business objectives (e.g., brand recognition, profits).    A sustainable goal results in benefit for the community, as well as the business.  For example, a business designs a product that supports community values (e.g., social responsibility, community action, environmental stewardship). Based these actions, the business might affect their customer base increasing customer loyalty and advocacy. Dr. Philip Kotler shares many examples of companies developing sustainable goals in Marketing 3.0.

Sustainable Goal addresses these questions:

• Does it benefit the business and society, while expanding businesses’ opportunities?
• Does it make a meaningful impact on a target market and society?
• Is senior management committed and is it integral to company values and operations?
• Is it definable and measureable?

Some sustainable goals include:

• Creates exposure to company values
• Builds service into brand for a target market
• Generates positive actions and  X traffic to the website

Engage – How effective is the message in attracting or involving your target market?

Engagement is the “elevator pitch” for your digital campaign. The first 10 seconds are critical in attracting and maintaining the interest of your target market.

Engage addresses these questions:

• Does your message reach your target markets?
• Does your content provoke an “emotional” attraction?
• Does the message “speak to your target?” (involving them, not speaking  at them or broadcasting to  them)
• Did your targets take note or was there a “hook” to remember the message?
• Does your message extend beyond the initial impression?

Relationship – Did the communication foster interactivity or shared dialogue with the company, blogger or contact?

A successful social media message initiates interactivity and a two way conversation building a relationship.  A relationship requires openness, trust, transparency and vulnerability to grow to become sustainable with ongoing interactions.

Relationship addresses these questions:

• Did the tool provide easy venues to initiate conversations?
• Did the message stimulate the target to feel trust or common interests?
• Did the message create a feeling of openness and encourage dialogue?
• Did the communication help you to “know the users’… needs, preferences, interests”?
• Did the tool inspire ongoing conversations?

Value –Does the product or service and related message(s) communicate added benefit for the individual, organization or company?

The value component of a social message is crucial to moving a user/viewer to adoption or action. The value proposition is a promise of value to be delivered and a belief from the customer of value that will be experienced.

Value addresses these questions:

• Does it answer a need or solve a problem; address a “pain point;” make you more ________ (e.g., competitive, feel better about yourself); or help you to be a better parent, businessperson, or citizen?
• Can the user perceive Value/Benefit in the message?

Action- Does the message move you to act?

Action is the dependent variable of most traditional marketing efforts.  How does the message translate into results? In a digital campaign, “results” bring forth a much more expanded meaning including social sharing/advocacy, social referrals, downloads, reviews and social mentions.

Action addresses these questions:

• Is the desired action clearly defined?
• Is it accessible?
• Is it being communicated in media where the target market “hangs out?”
• Is the message clear and focused to promote action?
• Does the message motivate the user to share it or advocate the “brand” with their extended network?
• If the activity is successful, will it meet your goals?
• Is the activity, trackable and measureable? (e.g., sales, orders, leads, brand recognition, database, social referrals, downloads, reviews, social mentions, website visits)

Synergy- Is the tool an add-on to current marketing efforts or is it integrated into the campaign?

Synergy is the key ingredient in leveraging social media to generate a viral campaign. Many companies add a social media tool to their marketing package without leveraging its power or integrating it with their existing campaign.

Synergy addresses these questions:

• Is the message designed to “weave with” and leverage other marketing efforts?
• Does the message link to other media and generate new sources of traffic?
• Is it designed to be passed on to different communities to create viral buzz?
• Can your message easily be shared in multiple channels?
• Does the sustainable goal translate in a meaningful way to consumers or does it need to be adjusted?

SERVAS Digital Analysis is a practical and easy methodology for staff and outside agencies to benchmark a social media application and its effect on an organization’s marketing strategy.

Becoming Digitally Competitive

Every executive acknowledges the digital revolution. They passively explore and search, observe and download. But what are they actively doing about planning, strategizing and implementing digital programs to remain competitive?

In fact a Digital Divide is growing between what executives say and what they ”do digitally.”  eMarketer reports that 78% of U.S. executives think that a social business strategy is important to future business success, but only 27% deem it a top priority.

How do we reach these executives (some 50% stuck in this divide)  to guide them to become digitally competitive?

The Digital Who

First question— Who are the “Digital Who”?

With regard to the digital space, all executives, managers, and junior professionals have one thing in common; they are all Digital Explorers -using digital tools to navigate their world. On the other hand, they are not monolithic.   Some are challenged to adopt the new mindset and learn new skill sets, and while others struggle to develop engaging and integrated strategies. They differ in

• Comfort or resistance to new technologies
• Venues to approach them
• Relationship and interactivity with social tools

The growth of the digital revolution suggests “The Who” expanded from two segments (Digital Natives and Immigrants) to four distinctively different segments in terms of culture, digital mindsets, and  technical skill sets and usage.

• Digital Natives
• Digital Immigrants
• Digital Aliens
• Digital Integrators

By understanding each segment, we can better address their needs and how to develop a collaborative organization to respond to the opportunities and challenges of the digital world.

Digital Natives born digital, think social, need to implement strategic

Digital Natives are called by many names –Millennials and Gen Y. They are approximately ages 10- 29 years and born into the digital age. The internet is their default and comfort level in terms of playing games, doing homework, searching for events/ information/products , and sending messages. Quick response, flexibility and openness to change are their standard. They use it to communicate (texting, social networks). The Natives are the fabric of the social web; they live here, using these tools for social communication. This is their natural habitat; they use digital and think about it as a social tool.  They need to be guided to: understand how this skill set integrates into a business strategy; adapt their social use of Facebook, etc. to a strategic marketing tool; and monitor and evaluate the use of these tools. They will grow to become Digital Integrators.

Digital Immigrants think strategic, need to implement digital

Digital Immigrants are approximately ages 30-60 years and are the early and late adopters of the Web2.0 technologies. Most Immigrants were born “before the existence of digital technology and adopted it to some extent later in their life.” They were brought up with a variety of computer technologies, used them in different contexts and have varied levels of experience with social media. By necessity they have accepted the realities of the digital revolution and are scurrying to understand their role and learn the basics. For the most part these business people think in silos; they see marketing as separate tools that can be added to the marketing mix— advertising (e.g., print, TV , radio), direct mail, websites,  outdoor and now social and mobile media. They use social media as an add-on to their current market efforts. They dabble, try out the newest app, struggle and search for answers and understanding. They need to be guided to develop a digital mindset,  refine their experience in 1-2 social tools and integrate these tools into their business strategy.

Digital Aliens think strategic, need to experience digital value.

Digital Aliens are approximately ages 45-70 years and are the late adopters and laggards of the Web2.0 technologies. They are C-suite, senior executives, and owners that minimally interface with the digital world (e.g., email, texting, searching) and are unaware of the digital opportunities.  They have a basic skill set with computers and internet and are slow to change and adapt.  They stereotype social media as “kids play” or “ just social  chatter” and challenge if the digital revolution will last. Most see it as a passing fad; at best it will have a marginal impact on their bottom line.

Often, Digital Aliens block adoption of social media efforts. Some Aliens are forced to adapt their strategies in face of growing pressure and success of their competitors. They rush to “hire a digital presence” or “add Facebook” without the commitment or knowledge to make it a company-wide reality. If the campaign fails to produce the expected results, as many do, they blame the media.

Aliens depend on their team to manage their company’s presence in the digital environment.  Most often, they are resistant, fearful and overwhelmed by the digital challenges and question its long term value.  At the same time, they acknowledge the current impact of social media but do not make it a strategic priority for the organization.  They think strategically but need to: experience the value a digital strategy; think in a digital paradigm; and make a commitment to step-by-step implementation of a Digital Marketing Strategy.

Digital Integrators live digital, innovate strategic, need to integrate

Digital Integrators are approximately ages 25-60 years and are the innovators and early adopters of the Web2.0 technologies.  Some were “Digital Natives,” while other were “Digital Immigrants.” Many are consultants, designers, journalists, and marketing executives.  They live the Digital World — experimenting, testing, sharing and implementing new social technologies and evolving their digital knowledge and presence. They are strategists designing applications across silos and integrating them with current marketing efforts. They focus on customer engagement and developing sustaining relationships. They guide Natives, Immigrants, and Aliens to develop a digital mindset and implement a strategy. They understand the value of digital technology and use it to seek out opportunities to make an impact. They live digital, innovate strategically and integrate technologies.

The following matrix is designed to provide executives, trainers, with a way to assess a company’s digital position.

Digital Positioning Matrix

Does your company target and achieve the digital results noted in the lower right corner (red box)? These are the results of a digitally competitive and innovative organization. It is not enough to acknowledge the need and “get a Facebook page“ or “broadcast your messages on Twitter”.

The question for your executive team— Is your organization or business ready to travel the road to becoming digitally competitive?

If so, it requires:

1. Executive training to understand the value of digital marketing and to know the right questions to ask
2. Senior level commitment
3. Change in organizational mindset
4. Support for the integration of digital strategies into the marketing effort

Preparing Future Managers for the Digital World:Digital Marketing Alive Course

Marketing and Public Relations are being reinvented daily.  Advertising agencies and marketing managers are challenged to learn new skill sets and develop more comprehensive and integrated strategies.

How are we preparing students to become future executives and managers and address these challenges?

www.youtube.com/watch?v=LfjZnGJS4Qs

University Business Schools at both the MBA and undergraduate levels are just starting to dip their feet into the digital waters. Many of the efforts are adding a course or incorporating social media into an existing course. The critical element is changing the Mindset from old school push marketing to pull marketing. The focus is on engaging the customer, developing relationships and encouraging sharing the message with their social communities. Placing ads or posts on social media without developing conversations is continuing the old school “sales“ focus without leveraging the power of the new media.

Digital Marketing Alive Training

To address this need, Lynchburg College’s School of Business and Economics launched Digital Marketing Alive,  an innovative Social Media Marketing course in the Spring 2011.  The goal was to provide an “alive,” interactive Digital Experience that translates to future jobs. Students share their experiences.

The training was designed to adopt a digital mindset – customer (student) centered, interactive, participatory, engaging, and transparent. It was structured in three integrated parts: digital marketing strategy; social media tool development and a “live” business project.

Objectives for each student

1. Challenge familiarity with Facebook  and translate to Social Media Marketing
2. Instill digital mindset (truly customer centric)
3. Think strategically about marketing
4. Integrate all marketing functions with social media
5. Expand confidence and use of social media tools
6. Access power of social communities and social sharing
7. Understand and use evaluation metrics
8. Expand concept of ROI

Social Media Classroom

The marketing concepts (strategy and social media tools) were shared via engaging formats. The students experimented and refined their skills with these concepts/tools through an interactive online learning environment, Social Media Classroom. This user friendly environment designed by Howard Rheingold and developed by Sam Rose allows for students to learn and experiment with blogging, wikis, forums, social bookmarking and micro blogging in a private safe setting. In the Social Media Classroom they build confidence and gain experience while interacting with their teachers and colleagues in preparation for using these skill sets in a live Social Media Marketing campaign.

Interactive Student Presentations

To further understanding of Social Media Marketing concepts, students were asked to choose a topic to present to entire class. They selected class readings and prepared a 30 minute multimedia session including questions for the group. Each student wrote a blog post on their reflections on the presentation.  This proved to be challenging for the presenters and engaging for the class.

Digital Alive Projects

Students were offered the opportunity to work on the implementation of a Social Media Marketing campaign for two clients. The work environment was designed to be similar to that of a small marketing group. The six member groups had to organize tasks, agree on the strategy and tactics to be developed and a timeline for implementation.  At the end they had to evaluate the results and make a presentation to the clients. They were asked to apply all the concepts that were discussed in class and presented by the student teams.

• Fez Sacred Music Journey www.fezsacredmusic.com.  Sarah Tours the client has been doing tours to Morocco for 20+ years and to the Fez Sacred Music Festival for 15 years. Client has invested some $15,000 this year to promote the Festival and the Journey.
  • This class was responsible for launching a national sweepstakes for free tickets, Social Media Marketing (Facebook , Twitter, YouTube Sites),  online web environment, online newsletter, press release, and direct mail.
• Lynchburg College School of Business and Economics (SOBE) www.facebook.com/LynchburgSOBE.  Client looking to implement a Digital Marketing Strategy and increase its Digital Footprint.
  • This class was responsible for launching Social Media Marketing (Facebook , Twitter, YouTube Sites),  refining online web environment, and online newsletter.

Feedback

In keeping with the digital model, feedback was encouraged throughout the semester among the students and between the instructor and students. In their last blog entry each student was required to compare their course expectations before the course began with the experiences at the end of the course.  The following are some of the student reflections.

Students’ Reflections

Challenging Yet Inspiring by A. Diamond , Senior

“At the beginning of the semester it took me a while to get used to the “Blogging”, for I still have difficulty doing so. Looking back through all of my blogs I can honestly say that I have grown to become a better blogger--Better in a way of incorporating creativity in my blogs with different pictures, links, and research.

We were introduced to the SERVAS Digital Analysis in the beginning of the semester-- Sustainable Goal-Energize-Relationships-Value-Action-Synergy. At first I wasn’t quite sure what it would be used for but now I think what could it not be used for?  SERVAS is a helpful tool for evaluating a company’s performance on their Social Media Marketing Campaign or specific advertisements. The SERVAS analysis is extremely beneficial to a company, it allows individuals in charge of this campaign to be able to look back/at and evaluate its effectiveness. This allows for the company to make changes before the campaign goes viral/live. This tool is a very effective and useful, I definitely see myself using this in my future.

One of the most important concepts I learned was that Social Media for Businesses involves a two way communication with listening, engaging, interacting, and responding.  A concept that has evolved from the traditional marketing  is pushing messages to consumers and not necessarily interested in listening to their customers.

My group project was the Fez Sacred Music Festival group. I am not going to lie; I was a bit skeptical at first because yea, I like music but it wasn’t a huge passion or interest of mine. This project was great! It was a great opportunity because it allowed us to use what we learned throughout the whole semester and apply it to this real world application- a very hands on approach. Having a real world application has its advantages and disadvantages. The advantage was measuring our effectiveness as we progressed with the project; the disadvantage was the stress and deadlines, having to do a lot in a little time. I have grown personally from this class. Once I graduate I want to pursue all of the marketing for the store that I manage. I now know effective ways and tools to use for integrating Social Media through listening, engaging, building relationships, and acting.”

The End -- Reflections on the Semester by N. Como, Senior

“Before the class started, I knew of many of the different social media platforms but now I can say that I know how to use them effectively in the scope of business usage.  When marketing for a business with social media, there is conversation involved, it is not just one-way communication, a concept I had not understood until taking this course.  We have explored many ways to develop this communication.”

What a Social Media Adventure by S. Smollen, Junior

“During the semester I went beyond Facebook and developed a strong relationship with Twitter.. Through Social Media Marketing I have learned (although I have not always been able to properly implement it) to use Twitter as the social media conversational device that it was intended to be used.

…The most important lesson that we learned was that social media is a lot tougher than just a couple of clicks on a mouse. It takes consistency on all platforms, clever wording, and a whole lot of patience in waiting for bites.”

Where has the time gone? by P. Berry, Freshman

“The tools that we thought we knew at the beginning of the semester, Twitter, Facebook, YouTube, LinkedIn, were all much more than they originally seemed. They were not merely places to socialize with friends, where some few companies had content posted; they are valuable assets, platforms on which companies and individuals can spread ideas, all from a single computer. The possibilities and opportunities are endless, the social media world will continue to grow, and with the ratio of viewers to publishers/editors being so high.

Thanks for an awesome class and shedding some light on our journey through the marketing revolution that is social media!”

Many executives between the ages of 45-65 years are “digital aliens”. They were not brought up in the digital age and feel overwhelmed and sometimes fearful of the new technologies.  Many struggle with the changes necessitated by engaging in Digital Marketing. The result is the New Digital Divide between companies that are fully immersed in digital applications while others are deciding if Facebook is good investment!

Below is a road map of 18 practices* which will facilitate the adoption and successful implementation of a Digital Marketing Program.

1. Assess Current Market Practices- Determine the gaps and opportunities to position your organization in the digital world.
2. Adopt a Digital Mindset – Gain executive understanding and buy-in to the changes required to adopt a digital marketing program. Many executives are not aware of the scope and type of shift needed for successful implementation.
3. Dedicate Resources – Commit staff, provide training; allocate budget.
4. Be Transparent- - Be upfront about your intentions and purposes for your site and interactions.  Many executives fear losing control of their marketing message.  Openness and authenticity generates trust and opportunities.
5. Strategize… Strategize- Design a Digital Marketing Strategy that incorporates your assessment; clarifies goals and brand, integrates all media; tracks and evaluates. More than 60% of social media programs fail without a strategy.
6. Build on what you Do Best – Incorporate digital media to leverage and augment successful marketing efforts.
7. Listen, Research, Refine – Monitor social buzz, real-time customer feedback (forums, tweets, surveys, online reviews); refine your product .
8. Give Value– Focus on giving value before expecting anything in return, including downloadable resources, free advice, and links.
9. Be Consistent, not Overpowering – Maintain your Brand; increase your digital presence through regular conversations, but don’t push, overexpose or irritate.
10. Develop Sustainable Relationships – Engage in conversations, take the time to interact; this is a social environment. Conversations build relationships and encourage participation. Touch your current and potential customers with regular updates and newsletters.
11. Provide Social Sharing- Include easy to access to social amplification tools (e.g., social sharing buttons for Facebook, Twitter, Digg, StumbleUpon, email) to spread the message.
12. Cultivate Satisfied, Loyal Customers- Focus on caring for, thanking, satisfying, and providing value for your customers.  This will engender trust and encourage your “customers do your marketing” via sharing your product with their networks.
13. Leverage Social Communities- Access related social communities that have a potential interest/benefit from your product. These groups can boost exposure and penetration with little additional expense.
14. Develop Online Environment as your Hub- Drive traffic to an integrated online environment including website, Facebook site, landing pages, and blog.
15. Integrate Media –Augment your traditional advertising (TV, radio, outdoor, direct mail, print) and PR with social media, mobile, and online efforts. Integrated Media Marketing forces companies to break down the old silos of individual marketing efforts to synergize elements between the media and generate the social buzz and viral distribution.
16. Monitor your Digital Presence- Track your company’s Digital FootPrint, company chatter and social mentions.
17. Evaluate your Social Return on Investment (SROI)- Evaluate SROI as an tool for measuring a much broader concept of value. It incorporates social, environmental and economic costs and benefits into decision making; it helps to readjust your strategy and tactics to meet your goals.
18. Keep Current…Generate Competitive Edge- Maintain your “fingers on the pulse” of your changing business ecosystem and the digital environment. Timely responses will drive innovation and competitive positioning.

Any other best practices to suggest?

* Expanded on Best and Worst Practices Social Media Marketing

Meeting the Digital Challenge: Part 1

There is little argument that social and digital media are profoundly changing how we, as global society,  engage with the media, our colleagues, family and friends, as well as how we do business.  Most executives and managers are aware of the digital revolution; many of them have explored it through mobile and social media; some have implemented it with varied successes; but few have integrated digital media as strategic priority in their marketing mix. This gap between the growth of digital media and the implementation of a Digital Marketing Strategy is exacerbated when comparing the U.S. with other countries.  The hotbeds for competitiveness and innovation related to the digital economy are Sweden and Singapore. The U.S trails at #5. To maintain a competitive edge, U.S executives and managers must embrace these changes and drive transformation in their organizations. This is the Digital Challenge!

The Revolution

In 2006 Rupert Murdoch, known as the global print giant, suggested we are entering a major revolution.

“To find something comparable, you have to go back 500 years to the printing press, the birth of mass media … Technology is shifting power away from the editors, the publishers, the establishment, the media elite. Now it’s the people who are taking control.”

These statistics demonstrate the Power of the Revolution:

• More uploads to YouTube in 60 days than all 3 major US networks created in 60 years
• 110 million tweets are sent per day on Twitter or 4+million  per hour (Twitter)
• Facebook generates 770 Billion page views, 700+ Billion minutes, every month
• StumbleUpon (43%) has overtaken Facebook (38%) as #1 source for US social media traffic
• In 2010, Asia Pacific had more than 825 million internet users, 42% of the global total.

In 2011 Google suggested that digital media has transformed our buying decisions. Marketing has a Changing Rulebook based on Zero Moment of Truth or ZMOT, “the moment when you grab your laptop, mobile phone or some other wired device and start learning about a product or service.”

These statistics tell the story of how our buying behaviors have changed:

• 65% of Asian Pacific consumers use online services to locate nearby products and brands
• 70% of Americans say they look at online product reviews before making a purchase
• 79% of consumers say they use a smart­phone to help with shopping
• 83% of moms say they do online research after seeing TV commercials for products that interest them

Murdoch transformed his investments, building a global Integrated Media Empire including the purchases of MySpace, Hulu, Chinese Media company and Wall Street Journal online. As he suggested, “The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” In 2011, his company’s phone scandal violated the foundations of social media (e.g., transparency, accountability) and is being challenged in the social media.

Google has responded to these changes, “Marketing strategies are simply not keeping pace… modern marketing strategies have to evolve with the changing shape of shopping.“ They are now providing core digital training in ZMOT for all members of their sales team internationally.

How many U.S. Executives are prepared to respond to these challenges?

“Digitally Handicapped”

Even as marketing agencies reinvent themselves to respond to the digital revolution, the reality is that most managers are struggling to learn new skills and evaluate the impact of social media conversations.  More than two-thirds (2/3) of managers admit that they are “digitally handicapped” in relating to understanding and measuring social media conversations and impacts on their brand.

• “80% [of] marketers admit they are concerned their brand is at risk from not being as engaged with customers, or failing to have a good grasp of how online conversations are impacting their brand.“
• “Less than 33% have a strong understanding of social media conversations related to their brand.“
• “70% have very little understanding or use a few tools to measure social media conversations.”

Furthermore, many executives are “afraid of it“.  Here are 28 reasons why CEO’s fear social media.

New Digital Divide

Although the U.S. has led growth in digital technologies, marketers have been slow to respond and incorporate in the marketing mix. Forbes Insights reported that only 11% of US and UK executives surveyed at large businesses listed social media strategy as a leading priority in 2011.   eMarketer reports that 78% of U.S. executives think that a social business strategy is important to future business success, but only 27% deem it a top priority. According to 2010 Economist Intelligence Group’s annual “e-readiness” rankings, “In the race to stay competitive in the emerging digital economy, Nordic nations continue to rule the roost. The U.S. has gained ground, and Asian countries are on the rise.”

In fact, inconsistent responses by U.S. marketers have brought forth a New Digital Divide

“…between companies that truly understand the potential to go deep with their digital marketing efforts, and those that are still contemplating what to do with their Facebook presence… some of the world’s most sophisticated work is being done in [Asia] this region, [while] other companies are still not going beyond the basics.”

On one hand, there is growing demand for Digital Marketing services in U.S. but there is a gap in understanding, skill set, and application.  There is a shortage of Business Schools and training programs to fill this need. To fill the void, some of the most innovative work in Digital Marketing is being put forward by groups in Asia, Scandinavia and Europe.

Conclusion

To fill the void and remain competitive, U.S. executives must go beyond the confines of traditional marketing and embrace digital training as a strategic priority or risk falling behind. They must extend digital literacy and lead an organizational commitment to integrate digital marketing into their corporate plan.

Meeting the Digital Challenge is required for survival and growth! Are You Prepared?

Part Two:  Digital Marketing Training … coming soon

GERVAS:  Goal – Engage – Relationship –  Value –  Action – Synthesize

GERVAS is the tool to guide the development of your social media campaign. Here are the six elements and the questions to ask?

As a business or organization launches a social media program, they try to anticipate the results and make the necessary refinements.   These are some typical questions:

• Is the content of your social media message effective?
• Is your target market communicating via social media and will you reach them?
• Are you choosing and optimizing your social media tools?
• How do you evaluate your strategy before launch?

Each marketer/ businessperson can apply six simple benchmarks to evaluate the potential effectiveness of your social media efforts. This can be done as a self-evaluation, discussion with your team or via a focus group.

1. Goal - What is the targeted goal of your advertisement, social media program or  campaign?

• Is the goal measureable?

2. Engage – How effective is the message in attracting or involving your target market?

• Does it reach your target markets?
• Does your content provoke an “emotional” attraction?
• Did your targets take note or remember the message?
• Can your message easily be shared in multiple channels?

3. Relationship – Did the message stimulate the target to feel trust or common interests?

• Did the communication foster interactivity or shared dialogue?
• Did the communication help you to “know the users’… needs, preferences, interests”?
• Did the tool inspire ongoing conversations?

4. Value –Does the product or service and related message communicate added benefit for the individual, organization or company?

• Does it answer a need or solve a problem; address a “pain point;” make you more ________ (e.g., competitive, feel better about yourself); or help you to be a better parent , businessperson,  or citizen?
• Is the message clear and focused to consider action?
• Can the user perceive Value/Benefit in the offering?

5. Action- Does the message move you to act?

• Is the activity clearly defined?
• Is it accessible?  Is it being communicated where the target market “hangs out”?
• If the activity is successful, will it meet your goals?
• Is the activity, trackable and measureable? (e.g.,  sales, orders, leads, database, social referrals, downloads, reviews, social mentions, website visits)

6. Synergize- Is the tool an add-on to current marketing efforts or is it integrated into the campaign?

• Is the message designed to “weave with” and leverage other marketing efforts?
• Does the message link to other media and generate new sources of traffic?
• Is it designed to be passed on to different communities to create viral buzz?

GERVAS is a powerful, yet simple approach to analyze your social or integrated marketing applications. Please share your analysis and we will share them!

Part Two (coming soon) :  Let’s look at using GERVAS Benchmarks to analyze how  social media applications effect a organization’s marketing strategy.

In the past two years the social media revolution has ignited the automotive manufacturers to success.

IT  WORKS  > >

Auto Social Media Factoids:

• Alan Mulally, Ford CEO, declared, “Social media is the future.” ….Ford’s prowess and investment in social media is legendary.
• Auto industry will spend about $1.2 billion this year on social media advertising, projected to grow to $4.6 billion by 2015
• Michael Wiley, GM Director of New Media says ”The secret to GM’s success is listening to conversations, including the negative comments.” GM is targeting the 80% not in the market to purchase. They are “turning to social-media to engage in meaningful connections with their customers.”
• JD Power Roundtable, “Social Networking: Should it be more About Relationship Building than Selling Cars?” Social media reaches more potential new-car buyers than Google.

What is the buy-in at the dealer level?  The Dealer Debate

The two largest dealer groups diametrically disagree.

Penske Automotive Group is conservative about their role of social media for dealers contending they have “not found any real business results.”

In contrast, AutoNation  is committed to social media with its “UnDealer “campaign. “It is not about selling cars or making offers. We’re doing it because we’re trying to engage with customers.” says Gary Marcotte, Senior Vice President of Marketing for AutoNation.

Many are seeing the current Social Media Revolution as the Internet of 15 years ago!  2010 Internet is focused on social networking sites for branding, interactivity and relationship building. So the resistance in the past to the Internet adoption is now being mirrored in social media as the Internet changes in format and mindset. It’s not “IF” the dealer will engage in Social media it’s “WHEN”!  Will the dealer be an Innovator or a laggard?

Is Social Media going to ignite local Chevy or Toyota dealers?

Or are the dealers going to continue the battle on TV with who has the best 0% interest deal. Is it about who can shout the loudest and most often? Or is it about who is really listening and where are they engaging?

Car purchasing is more than a price tag war. Millions of buyers are looking for a relationship with a dealer and/or salesperson they can trust. Social media changes the mindset of the Dealer – Buyer days from a focus on “Selling Price” to “Engaging the Buyer” and “Building a Relationship”.

Dealers have lived and breathed (and it has worked in the past) broadcasting Price Driven messages. Can dealers accept that there might be a different way?  Social media is not a hype; it has become part of the fabric of social and marketing communications for Fortune 500 companies and small businesses.

More than 65% of car dealers are just beginning, are ready to start or are not using social media. There is a clear marketing opportunity.

Here’s the proof from dealers across the US:

Hyundai of St Augustine (FL) “Our positive customer reviews provides us with tremendous credibility. Web traffic has increased by 40%, nearly doubled our monthly sales, having one of our best months, when the industry is experiencing one of its worst.”

Universal City Nissan (Los Angeles) boosted sales by using mobile codes. “We get as many as 20 to 30 text inquiries when we run the radio spot.”

Scott Clarks Toyota (Mathews NC –near Charlotte) “Our goal is to stay connected with our customers and have the biggest dealer fan base in the US. Social media is not an advertising medium to sell cars directly. Our 4000+ Facebook fan base allows us to stay in our customer’s minds, engage them in what we are doing; serve as a platform for community involvement; and drive users to our website without increasing the bounce rate.” Internet Manager

Acton Toyota (Littleton MA – near Boston) “Our Youtube presence was to showcase our dealership and engage our employees in a playful way. It was not used as individual sales tool with a specific ROI.  Rather it is part of broader SEO strategy to gain viral value to increase our search engine results.” General Manager

They have realized that social media increases brand recognition, connects with their customers and significantly increases traffic to their website. The challenge for the auto dealer is how to implement a Social Media Marketing Strategy and remain competitive on a daily basis. These are not mutually exclusive.

A step by step Digital Marketing Strategy begins with where the dealer’s marketing effort is.   Social / digital media must be integrated with traditional advertising and online marketing.

The dealer’s social quicksand is “I can have my son or friends daughter do it. They are social media junkies— texting and on Facebook all the time.” Dealers need the discipline to outsource this powerful marketing tool to specialists that know how to optimize digital media to extend their current efforts.

The real question to dealers is not if social media works – but if dealers are ready to accept that customers are asking to be spoken to in new ways thru new media. They need to invest some of their resources in connecting with buyers, where they are… on Facebook, Twitter, LinkedIn, YouTube.

As Dave McAllister, Internet Manager at Scott Clarks Toyota said “Social media is the defining effort of business as a whole. Dealers who get involved will have a DISTINCT Advantage in the coming years. The future of dealerships is in Relationships!”

Have you tried to explain to clients, colleagues, businesspeople or students:

• Why social media works?
• Why consumers feel they are not listened to?
• Why traditional advertising has lost much of its power and is not trusted?
• Why the Digital Media revolution is alive and growing?

I recently re-discovered this 2 minute video. It’s a very powerful demonstration of digital marketing and answers all of the questions above. Take 2 minutes and watch The Breakup.

As a viewer, you just experienced the five keys to Digital Marketing in a dinner dialogue between a man (the Advertiser) and a woman (the Consumer). The acting, the content and the gestures are exquisite as it shares the growing gap between traditional advertising and the consumer.

The five keys to a successful Digital Marketing Strategy are reflected in this video.

1. Listening – The Advertiser is a bit arrogant and not listening to the Consumer.
2. Engagement – The Advertiser is talking past the Consumer by shouting “non-genuine” messages. They are not engaging in conversations.
3. Relationship – There is no relationship between the Consumer and the Advertiser. There is NO trust therefore they don’t communicate or share in the dialogue. When she says “I want a divorce”, he won’t even listen!  She is done with traditional advertising!
4. Value – The Advertiser is sharing all the things he is doing for the Consumer but she says “you don’t know me”, as if saying “I find NO Value in what you are offering; I don’t receive any benefit.”
5. Access – The Consumer states that “they don’t hang out in the same places.” The consumer can’t access the advertiser’s messages because she doesn’t use the same media outlets.

At the conclusion the woman (Consumer) leaves the restaurant –“ I’m out of here” reflecting our current consumers turnoff with traditional media and their attraction for digital marketing with their use of social media.

Showing this 2 minute video has helped our clients understand the need for digital media and the new role of the consumer in the marketing mix. As a marketing professional, what other ways have you explained this shift in marketing to your clients?  As a consumer, was this video helpful in demonstrating the power of digital marketing?  Please leave your comments below.

Anyone with a bit of tech savvy can set up Facebook and Twitter accounts and begin posting updates. . But can they accomplish the needs of a business in this digital age?  Can a tech savvy youth create competitive advantage, the key for businesses in meeting their goals?

For most small businesses the answer is NO!   They will contribute to the plethora of un-optimized, under-utilized social media accounts. The result —many small businesses “try out social media” and contend “it doesn’t work!”

There is an alternative approach- Digital Marketing Optimization (DMO). DMO leverages the power of each media platform and integrates them to drive traffic to your online environment, while achieving your business goals.

DMO designs an online environment that easily connects to other social communities, expanding the reach and exposure of your site. It increases “socially referred traffic” as unique users can easily share comments through audio, video and text links.

Here are six keys to make Digital Media work for small businesses:

1. Design a Step-by-Step Digital Strategy
   • Begin where your company is—based on marketing efforts and staff expertise
   • Incorporate the company culture and values
   • Focus on customer engagement, not selling the company message
   • Review website for effectiveness
     • expand to Online Hub
     • add call to action
     • refine search engine optimization
     • link to social networking sites
2. Clarify your Brand and Value Proposition
   • Target your niche market
   • Differentiate your company position in the marketplace
3. Optimize Digital Media Platforms
   • Increase the reach and effectiveness of traditional media, PR, and online hub/environment by connecting and integrating content with social and digital media.
   • Develop the potential of each platform to increase site traffic, search engine rankings and sales revenue
     • use same keywords across all platforms
     • enhance the  user’s digital connection and participation with your online hub
     • build interactivity, conversations, relationships
     • incorporate engaging “calls to action”
     • implement Digital Asset Optimization to note all online content
4. Develop an Engaging, “Sharing” Content Strategy
   • Create rich content that promotes sharing easily with friends, colleagues
   • Encourage user to mix your content with here input (mashup)
   • Reward conversation and engagement
   • Include keywords in content updates
   • Produce consistent updates
     • Utilize staff resources through training
     • Outsource updates through regular client input
5. Expand your Database into Targeted Social Communities
   • Leverage current users by allowing them to sign-in with social network identities
   • Make it easy to share user content to other sites
6. Monitor, Measure and Benchmark Performance
   • Analyze user interactions to determine  “opportunities left on the table”
   • Track referral traffic
   • Relate performance to customer goals, satisfaction and results
   • Use expanded Return on Investment (ROI) for evaluation

Digital Marketing synergizes social media with other media channels to realize ROI. Many companies launch into social and mobile media without creating a strategy.

The old school marketers are transaction oriented. Their strategy is to buy more media eyeballs, potentially creating “buzz” and sales. The new media marketers are customer focused, generating interactivity and relationships.

The five phase Digital Marketing Strategy  is comprehensive, customer-centered, and focused on delivering ROI.

Five Phases

1. Assessment
2. Strategic Branding
3. Online Hub
4. Integrated Media Marketing
5. Monitoring/Evaluating

The Assessment Phase utilizes customer insights, touchpoint analysis and digital footprint to determine a company’s market position. Strategic Branding incorporates these findings into a strategy and a Brand. The third phase, Online Environment (website, blog, landing page), is the Hub of the Digital Marketing Strategy.  We select and integrate traditional and social media tools that drive clients to your Online Hub.  Each tool is targeted to different stages of the Integrated Digital Marketing Lifecycle.

Entwine has three new clients that are approaching Digital Marketing from a holistic perspective. David James Custom Homes is one of the largest custom home builders in Virginia. They have a strong reputation for building quality homes. They have been using traditional media (TV, radio, print, direct mail) to gain customer recognition in the market place. Management wants to determine which media channels are most effective at moving a customer through the touchpoint conversion lifecycle – from Awareness to Interest to to Action. They have focused on Assessment before embarking on a Integrated Digital Marketing Plan.

Nancy’s Candy Company, a wholesaler of homemade chocolate candies and confections, has recently opened a new retail store. They are looking at Social Media Marketing as a way to drive traffic into the new storefront. They decided to start with Facebook to test the social media waters.  When they came to Entwine they had a very basic business page with 30 fans/likes.  By using a digital optimization strategy including keyword optimization, custom welcome page, engaging updates and Facebook ads; Nancy’s Candy’s Facebook Page has grown to 240+ fans/likes. The next phase of the project will include a customized targeted Facebook Contest meeting the Facebook Promotion Guidelines. Here’s a sneak peak of the contest.

BMS Direct Inc is a B2B direct marketing solutions provider that upgraded their online environment to be social, interactive and content managed. Our Strategic Branding sessions revealed their need to expand their brand and offer comprehensive solutions. We designed and optimized a WordPress site for their Online Hub, with FTP and ecommerce functionality and a Facebook business page and Twitter account to build an integrated marketing platform.