Pokemon Go is in everybody mouth these days. And many marketers are asking how to leverage the mobile app game for their business purpose – especially small and local businesses.
Just lately, the team from Slant Marketing came up with some data that shows how businesses can use Pokemon Go players for their own business – and if it is only food traffic from players that still realize the world around them.
The survey of Pokemon Go players shows that an incredible figure of 82% of those mobile players have come to visit a business when playing the game. Business that managed to „lure“ players in their shops were lucky. Quite a significant number of those players stayed at that particular business longer than others.
The research data also reveals that Pokemon Go players behave like nomads. Over half surveyed (51%) answered they it was their first time that they visited the shop or business when using the app. So, Pokemon Go can become a real lead generator if used properly.
According to the data, almost three out of four Pokemon Go players (71%) replied they came in the local store as it was close to a PokeStop or Gym. Meaning that locations stored in the game attract players to come in the stores, very often these shops were small local businesses.
But the results of the Pokemon Go players also show a great opportunity of local business compared to the national chain stores. The study states that more than one in two players (56%) visited a local business when playing Pokemon Go. So, just the chance of catching some creature of the Pokemon Go game makes people come to the local stores.
We are sure that Pokemon Go is just one of those new game trends that mix real and virtual worlds in a mobile app or device. And that it is only a trend can be seen in the development of the app stores that have taken away the leading position of the mobile game in app stores lately as of poor monetization. Still, augmented and virtual reality opportunities for businesses have just started, and especially local stores should pay attention to mobile opportunities like Snapchat, Instagram or Pokemon Go.
The infographic of the Pokemon Go user study can be found here…
According to the study of Harris Poll (conducted on behalf of Lithium Technologies), that addressed more than 2,300 consumers of all generations, more than half of all digital natives (56%) report to cut back or stop the use of social media platforms entirely.
Even more, 75% of the responding Millenials stated that they feel stalked by brands on social platforms. The reason: The eager way brands do target them in their news feed with the ambition to build trust and loyalty with their customers or consumers via social media platforms in the U.S.
So, what does this mean for brands? Do brands have to live according to a transformed version of the former cold call prevention: „Don’t stalk us, we follow you!“? The study suggests that direct targeting on social platforms via advertising might result in losing customers. It would be more effective to engage and to be present on the channels they use frequently. And also if brands might be tempted to leverage the huge purchasing power coming from the modern generations (Millennials and Gen Z make up 50% of the population), brands need to be careful not to waste the potential of social media and really meet their personal expectations. How challenging this might be in the end…
„The promise of social technologies has always been about connecting people, not shouting at them, and the brands that don’t do this risk their very existence.“ Rob Tarkoff, President&CEO, Lithium Technologies.
But how can brands build trust, the study also asked? A question that is also raised in a bi-annual study from Nielsen and might be evaluated in comparison with those results. Obviously, online is their general source of information but their trust in online exceeds that of former generations by far.
While in the Nielsen study, personal „recommendations from people I know“ are leading, Lithium sees „online sites with product reviews“ as the highest form of online trust creation. That websites are definitely not „dead“ can be seen that both studies see websites kind of in the second place. And, whereas Lithium sees „communities of like-minded people“ in the third place (just think about what their main product was…), Nielsen sees editorial content still a very important source.
In terms of service, the Lithium study shows that Millennials contact brands online (79%) and expect a response back within the same day – almost 10% more than Baby Boomers. So, if brands do not actively monitor and engage with the younger generations online, their brand loyalty might go down soon. The best way to interact with Millennials is described in a quote the study also delivers…
„I go on social media to see and know what my friends are doing. I don’t want to see ads clutter my news feed. If I’m interested in a product or service, I know where to look. Social media is a place for us to connect with our friends, not be attacked by advertisements.“ Mallory Benham, Graduate Student (23)
So, what are your learning on targeting Millennials and Gen Z via ads on social media?
Social selling is a team sport
The sales team impacts all departments of an organization, including client success, product and IT. But arguably the place where sales – and social selling – has the greatest influence is on the marketing team. And vice versa.
According to Sirius Decisions, 58% of marketing and sales teams say they are seriously misaligned. Some of the repercussions of a sales-marketing duo with no alignment? Lost leads, bad content and blind decision-making.
Sales and marketing teams need to get on the same page to ensure efforts aren’t going to waste (and feelings aren’t getting hurt). To be successful, sales and marketing must focus on 3 key aspects of a strong social selling initiative:
A crucial aspect of social selling is the sales professional’s ability to provide valuable content – articles, white papers, videos, podcasts and more – to prospects in their network. Misaligned marketing departments can spend time and resources creating content for sales, but it is useless if the content doesn’t meet the needs of the prospect or if sales can’t even find it.
How do you fix it? By understanding the buyer’s journey, sales and marketing can together determine what types of content fit best for prospects at different levels of the funnel. Then, marketing can curate a database of content that is easily accessible and relevant for salespeople to use throughout their process.
Implementing a well-run social selling program provides the sales organization a predictive, guided approach to everyday sales. In an environment where nearly 60% of the B2B buying process is done by the prospect before they ever speak to sales, reps need guidance on how, when, and where to connect on social networks. Marketing and sales need to understand and agree on their buyer persona so marketing can provide the resources that will guide sales to success.
How do you fix it? For social selling to become part of a sales professional’s everyday process, it must be easy for them to identify the best way to engage with prospects online. Marketing and sales must collaborate to identify the ways in which their buyers navigate the buying process. This enables marketing to develop relevant campaigns and channels for sales to leverage in their social selling practices, resulting in the most important aspect of all…
Too often, misaligned sales and marketing teams hurt themselves and end up doing more work when they let good leads slip through the cracks. Whether it’s marketing campaigns missing the mark on the right buyer, or sales failing to follow up on solid marketing leads, it’s a lose-lose situation.
How do you fix it? First and foremost, clearly define what each team will commit to accomplishing in order to support each other. As the saying goes: Build the social selling process, and the leads will come. When marketing provides sales the resources and tools to become problem-solving thought leaders in their networks, everyone wins.
„Never leave Social media to marketing alone. Marketing spreads the brand and product messages. Sales plants conversations, seeds solutions and harvests on needs.“ (Martin Meyer-Gossner on Social Selling)
This is a guest blog post by PeopleLinx CEO Kevin O’Nell. PeopleLinx helps B2B enterprise sales teams activate socialselling with individualized guidance.
They blog from the first row at catwalks. They share cool design gadgets on Instagram. They strike a pose with a selfie in front of 5-star hotels on Pinterest. And, they record „Let’s plays“ for Youtube while testing the latest computer games. The one thing they have in common? They are online influencers. A digital species that challenges and changes the marketing world of models, testimonials and the publishing industry.
According to an annual Nielsen study, it is a common knowledge that people trust most in recommendations of people they know. In the past, marketers put models or celebrities in this „recommendation seat“. It was meant to address two benefits: Brands intended to grasp some of the consumers’ attention by trying to hitch-hike on the wave of VIP awareness and public relevance. And, they used the reach of magazines and the trust those public voices had for the people.
It seems to me that the tables are turning now, and marketers have to rethink their brand extension strategy.
1. Models – the personalization dilemma
When using models, brands couldn’t tell exactly which audience they were addressing. It was a marketers’ and model agent’s best guess which model fits which brand. However, a model does not have a transparent target-group. They are just faces without any open address books or lead list.
Social influencers are their own agents. Their content markets their personality, their personality defines their content, their reach expresses their quality. They have got fans, followers, and friends that everybody (not only when following them) can see. A clear defined and dynamic target-group that is commited to them and engages with them on a regular basis. What they say gets read. What they state is trusted. In fact, their consumer opinion becomes one of the most trusted sources that people believe in – more than traditional ads of any kind.
Just imagine the influence on purchase intent, when an influencer is posting online to a large audience of friends and fans. Social influencers are perceived of their active and growing audiences as „more real“ than models, somehow even as „friends“.
But also the traditional model business is affected by the upcoming influencer trend: Previously interchangeable and relatively anonymous faces are now increasingly becoming personal brands thanks to their personalized Instagram and Snapchat channels and/or (mostly fashion- and beauty related) blogposts. Consequently, numerous models with significant reach are also acting as influencers to their audiences.
2. Testimonials – the authenticity dilemma
Testimonials need to match brand authenticity and follow the brand message in order to become valuable for marketers. Serious investment in dollars does not allow a testimonial’s mistake. Contracts are long-term and include testimonial involvement not only in all brand campaigns but also in personal PR and marketing engagement during the contracting period.
Money counts for testimonials – as much as monetary rewards do for online influencers. This is definitely true for the fashion and beauty industry, states the „Fashion & Beauty Monitor“ report in partnership with Econsultancy named „The Rise of Influencers„. However, three out of five surveyed influencers believe that the „relevance of brand in relation to own area of expertise „is essential when collaborating with marketers. Influencers are very well aware of their personality as brand that has to be secured and consequently, they do not sell everything just because they are asked to. Of course, this in return means a certain loss of control for marketers when working with powerful influencers. Just to state an example, years ago, I offered MINI a cool opportunity to collaborate with me. I fear the idea never reached the BMW four-cylinder tower – perhaps for fear of losing brand control?
Think about it: How authentic can testimonials be that are selected by brands as of their popularity in sports, fashion and lifestyle? Testimonials sell their media value. On the contrary, engagement with influencers can only work when brands do not act too commercial with them and meet their personal authenticity. Social influencers are personal brands; authentic brands that companies can collaborate with.
3. Publishers – the relevance dilemma
When content from influencers gets more attention (and is trusted more) than content from advertising, relevance becomes a critical tipping point. For years, marketers and PR experts were convinced that „serious“ traditional publishers are more relevant to readers than bloggers or any other form of social media active people. Thus, they invested serious dollars in brand building activities with the publishing industry. Today, these very media houses are approaching influencers to increase their declining media value.
A recent study by Collective Bias shows that content from influencers is viewed for more than 2 minutes (which is 7 times longer than the digital display ad average with a view time of just 19.2 seconds). Plus the relevance of someone’s personal opinion -whether rating, recommendation or review- has become of high value for consumers. Now if content from an influencer is relevant and perceived as being „authentic“ , publishing is facing serious competition in the future.
However, relevance needs to meet relevance both ways. Just putting brand messages into the mouth of online influencers won’t accelerate a brand’s value. In order to become relevant to an influencer and his or her audience, a brand needs to be „love-brand“ in a social influencer’s mind. If not, the influencer will be perceived (and probably also act) like a traditional publishing product without a media-kit.
Solving the dilemma – budget and advertising strategy
The world of testimonials, models and publishing is changing with the rise of influencers.
More and more companies and brands start working with social influencers. I personally doubt that they will completely replace models, testimonials and publishing houses, but the future will tell. However, the world of recommendations will be redefined by a new species.
According to a recent #BrandofMe study, brands invested 1 Bio. USD in 2015 in influencer programs on Instagram only. Influencers earn between 500 and 10.000 USD per Instagram photo or Youtube video – obviously depending on their media reach. Which means that some influencers get paid as much as some publishers for their ad space. A lot of budget that moves away from traditional brand building worlds.
The question is what values more to brands in terms of business impact: tradition or progression. But that question can only be answered when brands understand the power that online influencers can have on and in the sharing economy.
To decide strategically on social selling is not a question, if it is going to stay in the future, rather than how and why to use it. If your sales people and your brand wants to step out of the circle of those „We are not there yet!“ industries, then the following infographic from LinkedIn might deliver the right inspiration on how to leverage social selling tools in order to amplify your brands messaging and your company’s outreach. If you start today, it will demonstrate your thought leadership and brand advocacy of your employees if you set up the processes right with the aim to build loyalty and generate more leads than your competition.
So, if you want to become a top (social) seller, check out this infographic. Consider the options and make sure you use the advice given from today on.
A recent study 2015 Content Marketing Survey by content marketing agency Castleford states that the amount of marketers committed to content marketing is increasing. According to their results 65% (compared to 48% one year ago) of marketers want to boost their content marketing next financial year. Their plans is to invest more in time and resources.
Even more, 97% of participants of the survey said they will increase or retain their current level of investment. And the respondents also face the support of their C-level executives. Of the responding marketers 76% replied their C-level executives viewed content marketing „quite positively“ or „very positively“.
Obviously, there are also some challenges involved in content marketing creation wit time (45%) and budget (29%) being the biggest problem. Just, 3% that mentioned their C-level buy-in is their biggest challenge to content marketing will be probably persuaded over time, we think.
In terms of content marketing tactics the study shows that social media (81%) is still the favorite online marketing tactics in this field. However, the biggest growth opportunity shows video marketing and paid promotion of content for the next year. 61% are already using video marketing, (increase of 13% compared to last year). This is probably also driven by the main players Facebook and Google.
The variety of content marketing is also growing though. Almost every second marketer said that they use five or more different online marketing channels (45%).
Although Castleford director Rob Cleeve is confident with the development of content marketing, he also makes clear that marketers need to deliver results with it as well: „In my experience, content marketing is claiming an increasingly large share of overall marketing budgets, which is going to mean more pressure to show how it’s benefiting the bottom line.“
Content marketing definitely has changed the advertising industry drastically. However, the main challenges involved are the appropriate use of data with content to drive the right story in the right context to the right user at the right time. Here we see massive problems for many marketers still in our work with customers. Post-it recently explained it nicely in a video that leverages their banner and ask many question in terms of how retargeting actually kills good content marketing in terms in the example of banner ads.
The infographic of the study carries all relevant results of the Castleford study.
It is a poor testimonial that B2B enterprise executives give their demand generation efforts. According to recent survey conducted by ANNUITAS, most of their campaigns aren’t meeting the goals oft he leading company heads. When just 2.8% of rsurveyed respondents say their campaigns are effective, most of us will wonder what needs tob e done to become more effective.
The study titled „Enterprise B2B Demand Generation Research Study“ focussed on marketers in the B2B enterprise space with 500+ employees and over $250 million in annual revenue.
The study shows that there is obviously a massive disconnect between what marketing departments want to deliver and how the results should look like. Measurement, metrics and KPIs seem not at all aligned with the business goals which somehow surprises bearing in mind that the industry is talking about this phenomon for quite some time now.
Still, marketing decision makers are not very much successful with their demand generation. When 60% state they don’t feel successful with their tactics and just under three percent feel very effective, it speaks a clear language.
The study comes alongside some recent survey by… which also shows that one oft he challenges ist he alignment with sales departments and their leaders. Many companies still are not clarifying what needs tob e done to deliver on demand generation efforts.
Especially when it comes to lead generation, the quality of leads is a point of unalignment. In terms of goals, the quality of leads is for 77% the most pressing goal, followed by customer cross-sell/upsell (56.6%), volume of leads (51.9%), and brand awareness (50.9%).
The survey proves that demand generation is not meeting buyer expectations. Whether it i content marketing or the creation of buyer personas, marketers need to improve their knowledge and capabilities in demand generation in order to meet business expectations. Companies need to invest in coaching and training when they keep up with the market and have a clear demand generation strategy.
A recent report from CallidusCloud states that B2B salespeople and marketers are in principle aligned when it comes to arguing about the value of their business. However, some small differences can be seen when it comes to comparing the quality and quantity of leads.
More than half of the responding marketers (54%) find sales and marketing are somewhat aligned in their companies. The salespeople see the alignment even a bit higher with about 58%. In terms of bring fully aligned just 17% of marketers and 14% of salespeople agreed that they are heading 100% towards the same direction.
The salespeople are less satisfied with marketing compared to marketing with sales. From the marketers 42% confirm to be either satisfied or very satisfied with their sales counterparts. However, just 35% of salespeople are satisfied or very satisfied with marketing.
Furthermore, lead data sharing is stil a challenge according to the report. Just 37% of all responding participants stated that their lead data is fully shared between their organization’s marketing and sales teams. It shows that data is still siloed in the departments, 16% of salespeople and 12% of marketing team members find that.
The report results are a bit surprising bearing in mind all the meeting I have attended between marketing and sales teams. Very often did sales teams blame their marketing departments not to generate the appropriate quality of leads, and marketing teams wonder why salespeople don’t engage deeper in their marketing planning. Especially, when it comes to event planning and social selling and the alignment of sales and marketing content. Would be good to get some more thoughts from our readers. Feel free to share and comment.
Last year’s CNBC study examined that C-level execs were more mobile than their senior counterparts in middle management. This year’s CNBC’s Mobile Elite survey -based on more than 600 online interviews across Europe, Asia and North America – shows that the usage and impact of mobile devices amongst business executives is higher than ever. Six in ten executives admitted they are still busy checking their mobile devices when its weekend time and the stock-market is closed.
Managers are even more busy consuming news during the mornings. For those vendors seeking to address the European business decision maker the weekday evening is said to be the right time to get in touch, according to the study. Obviously, many managers have more time during their weekend leisures to digest articles and information. Almost every second executive (48%) reads ‚in-depth articles‘ and 38% has a close look at business profiles.
In that field, LinkedIn has achieved the number one position in Europe as a ‚useful business and recruitment tool‘ (59%) with the highest scores for the ‚respected brand‘ (64%). However, Facebook is also under the top-performers as a ‚useful marketing tool‘ among Europe’s Business Elite. In Europe Twitter scores highest European executives for ‚use for both work & leisure‘ (55%) increasing from 32% in 2013.
TV and tablets are moving more and more together in terms of business impact and parallel screen usage for decision-makers: 80% of US executives stated they were watching TV while using their tablet. Europe is with 71% and Asia with 70% behind the US results. Still, 56% of global executives use their mobile device as a direct result of watching TV.
Their predominant reaction after watching TV content is…
– Web browsing for products or services (69%)
– Purchasing products, stocks or shares (55%)
– Responding to advertising (42%).
„An ongoing trend where work life and private life is bleeding into one another“, thinks Professor of Organisational Behaviour, Cass Business School London, Andre Spencer.
Not surprisingly, business executives are massively using their mobiles and second screens. The more business turns international the more „global business environments work on a 24/7 basis“, thinks Spencer. Staying in touch is possible and needs to be done the more people are engaged in being on the road. The work-life balance gets challenged when organizations are increasingly expecting their top executives to be online and working.
Compared to some previous study, this years CMO Council’s „State of Marketing“ (sponsored by NetBase and Infor) shows that confidence to be a trusted source for the C-level is back with marketers. The online study that asked 525 global marketers in the first quarter 2014 shows that 69% of senior marketers see themselves as a trusted, strategic member of the C-suite and/or are increasing their credibility with the main business decision makers inside their companies. Furthermore, 81% of senior marketers responded that they’re confident to meet management expectations and goals for top-line revenue growth and market share in the next 12 months.
„The level of confidence and optimism is very high. We are seeing the CMO role being elevated to a much larger degree.“ Donovan Neale-May, Executive Director, CMO Council
From a budget perspective, the main areas of marketing spending growth for this year will be social advertising (71%), online video (71%), social engagement campaigns (69%), retargeting (67%) and search engine marketing (66%). However, mobile will go down in the attention of marketing spendings this year. Only 62% said they plan to increases and just 25% project increases of over 5% for 2014. 45% said they expect no change for mobile banners. The report makes no commments on reasons for this stagnating mobile budget growth. In general, 54% of marketers plan to increase their marketing budgets over the next 12 months, 27% will keep budgets stable. The most funding will go into new products and program launches (54%), corporate branding and identity building (53%), lead generation and qualification (50%), and customer retention and monetization (44%).
When asked to identify where marketers will allocate marketing budget across
From an operational and process point of view 12% of the responding marketers said they will invest in product marketing, 12% said in strategy and branding, almost 7% in marketing and planning, 7% in sales and lead management, and 5% in market research, among other areas. It seems that programmatic buying has still not reached the marketing department. Only 1% sees programmatic advertising technology systems an interesting topic to invest in. Maybe they just do not have the right arguments for their C-Suite on programmatic yet.
The senior management expects from their CMOs over the next 12 months to drive top-line growth (56%), grow or retain market share (52%), better define the brand and value proposition (44%), and further customer insights and analytics (37%). As the leading areas of responsibility the marketers see for themselves strategic planning and forecasting (74%), branding (71%), digital (68%), budgeting and mix modeling (68%) and market research (67%). from a C-level perspective the marketers state that their main tasks from the business leaders are driving top-line growth (56%); growing or retaining market share (52%); better defining the brand and value proposition (44%); and furthering customer insights and analytics (37%).
The challenge for marketers as of the cloud technology evolution is to connect with other departments inside the company. Interesting to see from the report to which people marketers are reaching out these days for partnerships. The marketers responded that the CFO (58%), CIO (53%) and chief sales officer (51%) are their main three touchpoints inside the organization to form partnerships with.
The report also states that 55% of marketers want to hire in 2014. Their main focus of reecruiting people or getting knowledge will be on customer analytics (40%), social media (36%) and content development (27%). Interestingly enough, a trend that we also experience with our clients is that B2B marketers (60%) are very active finding new staff. Their main interest is in people on topics like customer analytics (33%), product marketing support (33%), content development (32%) and social media (32%).