A new study conducted by the Internet Advertising Bureau has found that 90 per cent of consumers would recommend a brand to others after interacting with them on social media.

The study focused on FMCG brands Heinz, Kettle and Twinings and found that social media can drive by driving brand sentiment, encouraging consumer engagement and increasing brand loyalty.

More than 4,500 survey responses were collected from each brands social media pages over a two month period and supplemented by 800 interviews to inform the findings.

This showed that four out of five consumers would be more inclined to buy a brand more after being exposed to their social media, with 83 per cent happy to trial the product in such circumstances.

The uplift in sentiment for each brand was measured as Heinz 22%, Kettle 17% and Twinings 19 per cent, allowing the IAB to estimate that for every £1 spent on social media as much as £3.34 could be generated.
Kristin Brewe, the IAB’s director of marketing & communications said: “The IAB study shows that, when trying to create deeper emotional connections with consumers, social media is an essential channel for brands. This isn’t surprising since social media is the only channel where it’s possible for brands and consumers to have meaningful two-way conversations, making the strength of connections that much stronger.”

Ian Ralph, the director at marketing sciences who conducted the research, adds, “Our research shows that to create an emotional connection brands really need to provide clear, timely and, most important of all, relevant content that develop a conversation. Interestingly, we also found that brands really shouldn’t be afraid about having their products on show and of linking up their social media activities to their business objectives. Social media has the potential to turn brand customers into brand fans.

“By making people love, not just like your brand, you’re more likely to drive future purchases and increase sales.”

 By JOHN GLENDAY, THE DRUM

http://dealernetservicesonline.biz
 

Social sharing is key to online sponsorship

Sponsorship regularly extends beyond digital channels to the entire marketing  ecosystem, according to a new eMarketer report, “Online Sponsorship: Defining,  Tracking and Measuring an Amorphous Channel.”  So for many marketers,  sponsorship is a multichannel game, where the activity in one channel supports  and leads to another.

Sponsorship can be difficult to define with a single label. It can mean logo  placements, banners and pre-roll video ads—or it can mean streaming concerts,  brand-created articles, along with sponsored events and webinars.

The prevalence of sponsorship marketing is huge. In a February 2012 study  from the Columbia Business  School and New York American  Marketing Association (NYAMA), 90% of US marketers said they included  sponsorships and events as one of their marketing tactics.

According to research from GroupM, sponsorship spending, at $19.2 billion, will comprise  14% of total marketing spending in North America in 2013.

IEG, a sponsorship  consultant, came in roughly in line with GroupM, estimating that North American  sponsorship spending this year will be about $19.9 billion. Most of those  sponsorship dollars will go to sports, at a 69% share of that market. In  contrast, entertainment sponsorship will represent only a 10% share.

Social has become a key element of sponsorship. “We can’t do a partnership  right now without someone asking for some sort of social extension,” said Dan  Rossomondo, senior vice president of global marketing partnerships for the  National Basketball Association. According to IEG and Performance Research, 88%  of companies worldwide used social media as a channel for leveraging  sponsorships in March 2013.

Digital interactivity works as an excellent support for a brand’s more static  sponsorship methods offline. Therefore, digital sponsorship increasingly depends  on cross-channel elements.

“What used to be clearly identified as sponsorships, with discrete budgets  and contracts, are now far more likely to be part of multiplatform,  cross-channel programs in which a partnership is just one element, and where  multiple players have a role in planning, execution and evaluation,” IEG’s  “Sponsorship Outlook” reported in January 2013.

Just as some of sponsorship’s formats and several of its elements are  evolving, so are the ways in which marketers measure its effectiveness—but to a  lesser extent.

In the IEG/Performance Research survey, the most cited metrics for evaluating  sponsorships were sponsorship awareness (94%) and brand awareness (90%).

However, a UK study from Think!Sponsorship found that nearly everyone (93.5%) said that the information they need to  evaluate sponsorship evolves over the course of any campaign. In addition, 70.9%  of respondents said the sponsorship industry has become over-dependent on  measuring brand awareness.

“I had all the wrong metrics before,” said Ron Faris, head of brand marketing at Virgin Mobile. “And the metrics before were impressions served. And all that stuff is just crap. The metric that I’m married to right now is all about the share. I also think the number of retweets and earned impressions are also really important. But I’m not going to bank on a lot of clickthroughs of views of my content.”

The social metrics—shares and followers—tell Faris how often he can message  the people he’s retargeted and how big he can make that retargeting pool.

The full report, “Online Sponsorship: Defining, Tracking and Measuring an  Amorphous Channel,” also answers these key questions: 

• What types of sponsorship are available to companies today?
• How do sponsorship spending estimates help describe this universe?
• What elements contribute to the evolution of sponsorship?
• What are the best ways to measure sponsorship’s results?

 

This report is available to eMarketer corporate subscription clients only.  eMarketer clients, log in and view  the report now.

DealerNet Services

One of the most important elements of any marketing plan is the ability to track the effectiveness of new initiatives.  

• Long-term results—Automotive closed loop analytics can provide
    results throughout the lifetime of your company.  Once you have
  implemented an  analytics system that integrates your email or direct mail
  campaigns with your  CRM system,  you can
  continuously receive insights.  As your needs or objectives evolve, you
    can modify the resolution of your analytics to help identify the most lucrative
    consumer markets.


• Agile system—Most closed loop systems are easily modified to allow 
  virtually immediate results from an email campaign.  If you would like to
  know  how many people clicked on a Call-to-Action (CTA) in the latest batch of
  emails,  then you only need to click a button.  This type of responsiveness
  may require  additional investment up front, but the data available can help
  make your  dealership a success for years to come.


• Identify key marketing ideas—One of the most elusive objectives in
    any marketing strategy is identifying the marketing message that is most
    effective. Automotive closed loop analytics can instantly identify those
    components and help you understand why they are so successful.  For
  example you  may find lifetime service options are a key to maintaining customer
    relationships which bolster sales.


• Unique metrics—Measuring ROI on direct mail has been difficult in the
    past, but with the use of new techniques like showroom controls or dedicated
    phone lines, you can accurately measure how effective your new initiative
  is.   Using a phone number exclusively for direct mail responses and
  coupons with RFID  tags can indicate the precise number of reactions with a
  relatively low  cost.

• 
  
• Long-term results—Automotive closed loop analytics can provide
    results throughout the lifetime of your company.  Once you have
  implemented an  analytics system that integrates your email or direct mail
  campaigns with your  CRM system,  you can
  continuously receive insights.  As your needs or objectives evolve, you
    can modify the resolution of your analytics to help identify the most lucrative
    consumer markets.
• 
  
• Agile system—Most closed loop systems are easily modified to allow 
  virtually immediate results from an email campaign.  If you would like to
  know  how many people clicked on a Call-to-Action (CTA) in the latest batch of
  emails,  then you only need to click a button.  This type of responsiveness
  may require  additional investment up front, but the data available can help
  make your  dealership a success for years to come.
• 
  
• Identify key marketing ideas—One of the most elusive objectives in
    any marketing strategy is identifying the marketing message that is most
    effective. Automotive closed loop analytics can instantly identify those
    components and help you understand why they are so successful.  For
  example you  may find lifetime service options are a key to maintaining customer
    relationships which bolster sales.
• 
  
• Unique metrics—Measuring ROI on direct mail has been difficult in the
    past, but with the use of new techniques like showroom controls or dedicated
    phone lines, you can accurately measure how effective your new initiative
  is.   Using a phone number exclusively for direct mail responses and
  coupons with RFID  tags can indicate the precise number of reactions with a
  relatively low  cost.

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