Article excerpt from BrandWeek (click for full article)

Taking example from other brands, Campbell Soup Co. is the latest company to use social media to introduce new products.

The Camden, N.J.-based maker of Chunky and Select Harvest soups this week kicked off a Facebook sampling initiative to promote its new V8 V-Fusion + Tea line. Each week, through September 30, the brand is giving away 1,000 free samples. The beverages, which are a blend of fruit juice, veggie juice and tea, come in flavors like Raspberry, Pineapple Mango and Pomegranate.

Separately, Pepperidge Farm, also owned by Campbell, launched its first Facebook page for Milano cookies earlier this month. Campbell is using the page, which already has close to 9,000 fans, to advertise a new strawberry version of the Milano cookie.

Like other marketers—including Ford and P&G’s Gillette—Campbell is shifting more of its focus to social media to connect with consumers online. This is the first time, however, Campbell has used social nets like Facebook to tout new products. The move coincides with the company’s strategy to grow sales of its healthy beverages and baked snacks.

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Endeavour Marketing & Media: A Full-Service Marketing Agency in Murfreesboro, Tennessee

From the blog – Groundswell

The Splinternet means the end of the Web’s golden age

by Josh Bernoff

The golden age of the Web is coming to an end. Prepare for the Splinternet.

As we all gird for the launch of the Apple Tablet, take a moment to step back and realize what all these new devices are doing. The whole framework of the Web (and Web marketing) is based around the idea that everything is in a compatible format. Any browser, any computer, any connection, you see pretty much the same thing.

Now with iPhones, Androids, Kindles, Tablets, and TVs connecting to the Web, that’s not true. Your site may not work right on these devices, especially if it includes flash or assumes mouse-based navigation. Apps that work on the iPhone don’t work on the Android. Widgets for FiOS TV don’t work anywhere else.

Meanwhile, more and more of the interesting stuff on the Web is hidden behind a login and password. Take Facebook for example. Not only do its applications not work anywhere else, Google can’t see most of it. And News Corp. and the New York Times are talking about putting more and more content behind a login.

Web marketing has grown since 1995, based on the idea that everything is connected. Click-throughs, ad networks, analytics, search-engine optimization — it all works because the Web is standardized. Google works because the Web is standardized.

Not any more. Each new device has its own ad networks, format, and technology. Each new social site has its login and many hide content from search engines.

We call this new world the Splinternet (with a nod to Doc Searls and Rich Tehrani, who used the term before us with a somewhat different meaning). It will splinter the Web as a unified system. The golden age has lasted 15 years. Like all golden ages, it lasted so long we thought it would last forever. But the end is in sight. Read Rest of Blog Post

Endeavour Marketing and Media, A Murfreesboro, TN Advertising Agency

Watch this!

From AdAge (original article)

NEW YORK (AdAge.com) — For some marketers, a new year means a new agency. If that’s your company’s annual resolution, you should know that line of thinking will lead to a bad reputation in adland.

Agency new-business executives and industry search consultants report a growing blacklist of sorts, composed of marketers that tend to put ad duties into play every year or two. Thanks to rapid turnover in the chief marketing officer seat (a CMO’s tenure averages 28 months, according to the most recent figures from executive search firm Spencer Stuart) and pressure to perform amid the troubled economy, long-lasting agency-marketer relationships are becoming more rare.

“I have a huge disagreement with people changing their agencies like they change their underwear,” said Jane Bedford, partner at the Bedford Group, a consultancy based in Atlanta. “Our clients tell us it takes them about three to six months for them to get fully engaged with their agencies. It’s very difficult for an agency to get up and running, and totally please the client, within the first year.”

And that’s coming from an exec who actually benefits when accounts go into review.

Take Chipotle: In January 2004, the burrito chain tapped Mother, New York, to be its first advertising agency. Six years later, that account has cycled through four different shops: After Mother came TDA Advertising & Design, Boulder, Colo.; Devito/Verdi, New York; Butler Shine Stern & Partners, San Francisco; and, its latest, hired this month, Compass Point Media, a division of Campbell Mithun in Minneapolis.

Thinking twice
The regularity with which Chipotle changes its agencies is more than most. But it’s hardly the only marketer with a penchant for flitting from shop to shop. Retailer Ikea and luxury automaker BMW are known for frequently reviewing their creative and media accounts, and Mitsubishi Motors North America moves its ad business around a fair amount as well.

Too many reviews could also mean that, over time, the very best shops will think twice before going after those accounts. “Agencies do a risk assessment when deciding whether to pitch an account, and there’s definitely a toxicity factor they look at. If [a client] does a lot of reviews, the client gets blacklisted,” Ms. Bedford said.

Even at a time when agencies are hungry for more revenue, such flip-flopping has consequences: Two different new-business executives said two accounts they wouldn’t touch with a 10-foot pole are 1-800-Flowers and Quiznos, as the businesses seem to be too volatile, regardless of their billings. The marketers did not respond to requests for comment.

Another consequence is cost: Constantly opening reviews can be incredibly costly and disruptive to both the marketer — for whom travel and other fees associated with agency reviews racks up — and the agencies, which shell out thousands of dollars in the hopes of crafting the perfect pitch that could win the business. If they do land it, there’s often an added cost of having to quickly ramp up freelance and full-time staff to work on the new account.

Michael Houston, chief marketing officer at Grey, New York, said the window for agencies to prove themselves has lowered dramatically.

“Results in our business are no longer evaluated on a semi-annual or quarterly basis, but on a monthly, weekly and sometimes daily basis,” Mr. Houston said. “Couple that with the level of dollars attached to the advertising line item on a client’s balance sheet, and we find clients forced to justify their marketing ROI in a way never seen before. In that process, agencies sometimes become the scapegoat, with the easy solution being to call an agency review.”

Consistency
What’s more, “serial reviewers” risk damaging their brand with inconsistent marketing messages.

“Clients shouldn’t be constantly jumping ship,” said Lisa Colantuono, managing partner at AAR Partners. As communication between consumer and client evolves, “they need to work together with their agencies. If that foundation is constantly changing, the marketer is hurting themselves in the long run in terms of building brand loyalty with the consumer.”

The Association of National Advertisers, the marketer’s trade group, doesn’t exactly see it this way. The ANA’s position is that conducting formal agency evaluations on a regular basis offers the best chance for fixing problems before frustration sets in. It believes that the companies that have two-way assessments at regular intervals have the most-productive relationships. “Having a formal agency evaluation process is always imperative but even more so at a time of heightened focus on marketing accountability,” Bob Liodice, president-CEO of the ANA, has said.

Said Grey’s Mr. Houston: “Desperation may be something new to many industries in the recession, but it’s something the agency business has known, embraced and perpetuated for decades. Agencies only have themselves to blame by playing right into the hands of these serial agency-review ‘players’ [and] making it too easy for the client to bully us.”

Endeavour Marketing and Media – A Murfreesboro, TN Advertising Agency

From CNN (Click for original article)

Editor’s Note: Pete Cashmore is founder and CEO of Mashable, a popular blog about social media. He writes a weekly column about social networking and tech for CNN.com.

London, England (CNN) — Social media aren’t always perceived as an effective way to coordinate fundraising efforts or bring change: In some circles, Facebook, Twitter, YouTube and the rest are seen as the domain of armchair activists.

But are times changing? Will technology prove its worth following the disastrous Haiti earthquake?

All talk and no action?

“Slacktivism” has become the popular pejorative to describe the various Internet petitions, well-intentioned Facebook groups and copious retweets intended to sow the seeds of change or bring help where it’s needed. “It’s all fed by slacktivism … the desire people have to do something good without getting out of their chair,” Monty Phan wrote in a 2001 Newsday article.

The term has stuck in large part because its claims are true. Even tech optimists like myself are forced to concede that while online fundraising campaigns can rack up thousands of tweets in an afternoon, persuading those same participants to open their wallets remains a challenge.

Hitting a button to blast out a message to your friends is easy, but when faced with a credit card payment form, many Web users shy away.

How can we combat such poor conversion rates online? The Twestival campaign of 2009 did so by taking proceedings into the real world: Twitter was used to spread the word of offline gatherings, at which more than $250,000 was raised to bring clean water to towns in Uganda, Ethiopia and India.

Some online campaigns, meanwhile, have simply accepted this poor conversion rate as fact. They use social media sites as marketing vehicles while corporate sponsors bring the cash. October’s “Beat Cancer” fundraiser asked brands to donate 1 cent for every tweet carrying the “#beatcancer” tag: Nearly 700,000 tweets were posted, and the campaign as a whole claims to have raised $70,000 for cancer charities.

Haiti relief: Red Cross paves the way

Haiti may be different: Here, we’re seeing well-intentioned Web users open their wallets and give generously. While the scale of the disaster and harrowing images in the media fuel a desire to help in any way we can, it’s technology that has made the process efficient and enabled tens of thousands of individuals to take action toward a common goal.

As of Thursday afternoon, the Red Cross had raised more than $4 million in donations via its text message campaign: Text “Haiti” to 90999, and a $10 donation is added to your cell phone bill. The mechanism is so wonderfully simple — removing credit cards and PayPal accounts from the equation entirely — that donations have flooded in. Wyclef Jean’s Yele Haiti, meanwhile, is leveraging the same technology: Text “YELE” to 501501 to make a $5 donation.

Social media spreads the word

While text messaging provides the payment solution, Twitter and Facebook have spread the word. At midday Wednesday, CNN reported, four of Twitter’s top topics were related to Haiti earthquake relief.

Celebrity Twitter users, many with millions of followers on the service, have taken to tweeting the simple message so easily expressed in Twitter’s 140 character limit.

“You can text “HAITI” to 90999 to donate $10 to @RedCross relief efforts in #Haiti,” writes singer Katy Perry. Shaquille O’Neal, Chelsea Handler and Randy Jackson are among other notable names echoing the Red Cross message.

There’s no doubt that text message donations coupled with the word-of-mouth buzz provided by Twitter and Facebook are proving a powerful combination in the Haiti relief efforts, not to mention the vital role of those services in bringing us first-hand reports in real-time.

Endeavour Marketing and Media, A Murfreesboro, TN Advertising Agency

From the New York Times (click for original article)

KRISTIAUNA MANGUM, 22, a senior at Ohio State University in Columbus, said she always had a flair for makeup, but never considered it a professional calling. Then she heard about a pilot college program offered by Avon’s little sister brand, Mark, two years ago. “My mother was an Avon Lady, so I thought, huh, maybe becoming a Mark Girl could really be the way to go,” she said.

Now Ms. Mangum is the sales manager for Mark at Ohio State, and manages 155 other Mark Girls who roam the dormitories and sorority houses, selling Mark beauty products and fashion accessories for a commission in the range of 20 to 50 percent.

“It’s really a grass-roots kind of thing, hitting the dorms, sororities, Facebook,” said Ms. Mangum, who uses her share of the profit, about $800 a month, to help settle her student loans. “I even rented space at local high school fairs — with 16- and 17-year-olds, you can move a lot of lip gloss,” said Ms. Mangum, whose major is marketing.

She is one of more than 40,000 Mark Girls in North America, mainly 18- to 24-year-old women who are changing the nature of direct sales by using the brand’s personalized e-boutiques, iPhone app and new Facebook e-shop, one of the beauty industry’s first forays into Facebook e-commerce.

“We’ve taken the same DNA of direct selling that has always been a part of Avon’s history and applied it to the digital world for our Mark reps to reach their customers,” said Claudia Poccia, president of Mark at Avon, which introduced the brand in 2003. “Now, we’re offering our Mark reps the opportunity to sell products not just door to door, but on Facebook, wall to wall.”

The Mark brand is evolving. It has its own spokeswoman, Lauren Conrad, the former reality TV star of “The Hills,” now a fashion designer and best-selling author of “L.A. Candy.” Its Facebook fan page has over 84,000 fans. According to estimates from Stifel Nicolaus, an investment bank, Mark’s revenue last year was about $70 million.

Unlike other companies involved in direct sales — including Amway, which may dedicate a product line or two to a more youth-oriented market, or Mary Kay and Avon, whose products are geared toward middle-aged women — Mark focuses almost exclusively on teenagers and women under 30.

The younger demographic, at least concerning sales representatives, has its drawbacks. “The fact that the reps are younger can mean different rules apply as to how a direct-selling company is going to have to manage them,” said Linda Bolton Weiser, a managing director of consumer equity research at Caris & Company, an investment bank. “There could be questions about volume limits and credit — a younger rep may be cut off earlier. And, if a rep is under 18, obviously you would need parental permission.”

Still, Mark’s motto — “Make your mark” — seems to resonate with its zealous representatives.

But can Tweets and news feeds from Mark Girls compete with over a century of Avon Ladies’ experience?

Because of the difference in how the products are branded and the separation between Avon and Mark representatives (those selling Avon can also sell Mark products, but not the other way around), there is some internal competition among representatives.

On the mark.girl discussion board on Facebook, the Mark-versus-Avon topic sparked a lively debate when one Mark representative wrote: “Has anybody else noticed Avon reps not taking the Mark product seriously?” An Avon representative replied: “A lot of Avon women I know don’t push Mark because it has a lower profit as compared to the Avon core product line.”

Some experts in the beauty business are fans of Mark. “It really helps that Mark has such low price points,” said Elaine D’Farley, beauty director of Self magazine. “Visually, it’s fun. The products hit the trend.”

Indeed, products such as the magnetic refillable color palette compact ($4) and Hook Ups (about $10) — two-ended cosmetic dispensers that can be customized to connect, for example, lip gloss and lip pencil, eyeliner and mascara — are so popular, as one Mark representative said, that “they’re impossible to keep in my purse.”

But some products have been criticized online, where a bad review may resonate more negatively than an item quietly returned to a store. On the Mark Web site, one reviewer said that a cheek tint left “zero shimmer on my cheek but plenty on my hands.” And on Makeupalley, a forum for comments on beauty products, a reviewer complained about Mark’s Good Riddance: “I have under eye circles and it didn’t even come close to covering them.”  Read Rest of Article

Endeavour Marketing and Media, A Murfreesboro, TN Advertising Agency

From Business Week (original article)

How Much Are Twitter’s Tweets Really Worth?

Google and Microsoft are paying millions for tweets, but even they can’t tell whether their deals will pay off

By Spencer E. Ante

Google (GOOG) and Microsoft (MSFT) are paying Twitter $25 million to crawl the short posts, or tweets, that users send out on the micro-blogging service. It sounds like big money. Enough for Twitter to turn a small profit in 2009, say two people familiar with the company’s finances.

But do the math and the payments look less impressive. Last year, Twitter’s 50 million users posted 8 billion tweets, according to research firm Synopsos, which means Google and Microsoft are paying roughly 3¢ for every 1,000 tweets. That’s a pittance in the world of online advertising. Top media sites often get $10 or $20 per thousand page views; even remnant inventory, leftover Web pages that get sold through ad networks, goes for 50¢ to $1 per thousand. The deals put “almost no value” on Twitter’s data, says Donnovan Andrews, vice-president of strategic development for the digital marketing agency Tribal Fusion.

Truth is, no one has figured out how to make real money off of tweets yet. Google and Microsoft are paying $15 million and $10 million, respectively, as a bet on the future. By laying out what are relatively tiny sums, they get first crack at experimenting with Twitter data. Both are already including tweets in search results. Sean Suchter, general manager of Microsoft’s Search Technology Center, predicts the company will end up profiting. “Many times in history when you amass the attention of users, that has proven to be a moneymaking endeavor,” he says.

Location Data Could Help

A few entrepreneurs are showing ways to advertise via Twitter. Sean Rad, chief executive of Beverly Hills-based ad network Ad.ly, has signed up 20,000 Twitter users who get paid for placing ads in their tweets. To determine the size of the payments, the startup has developed algorithms that measure a person’s influence. Reality TV star Kim Kardashian, with almost 3 million followers, gets $10,000 per tweet, while business blogger Guy Kawasaki fetches $900 per tweet to his 200,000 fans.

For Google and Microsoft, the real payoff may come from tying tweets to local information about products. Twitter is building software that will automatically allow users to add location data to every tweet. Armed with user locations, Microsoft and Google could sell more targeted ads and provide more relevant search results. “That is potentially very useful,” says Microsoft’s Suchter.

Google isn’t focused on making money from its Twitter deal in the near term. Amit Singhal, a Google fellow, says Twitter’s data are necessary so that people who use its search engine get more complete information. “I never think about dollars and cents,” he says. “My job is to run the best search service.”

Twitter and its venture backers, however, need to see the deals pay off. The three-year-old company has said it hopes to go public someday, but it needs a viable business model to live up to its latest $1 billion valuation. It’ll take a long time to get there at 3¢ per thousand tweets.

Endeavour Marketing and Media

Can Facebook, Capitol Hill be friends? Lawmakers learn social networking.

Washington Post Staff Writer
Wednesday, December 30, 2009

Inside the headquarters of the National Republican Congressional Committee, 25-year-old Adam Conner — registered Facebook lobbyist, poster of multiple Obama attaboys and a guy whose Facebook photo is a grizzly bear wielding two chain saws — sits to teach a course. The subject: How to use Facebook better. His student: Rep. Peter Roskam (R-Ill.).

“If we’re going to improve our presence on Facebook and really maximize it, what would you recommend as tangible steps?” Roskam asks, thumbing his BlackBerry.

“It looks like you’re very comfortable with your BlackBerry,” Conner replies earnestly. “Maybe commit to a status message a day? A photo a week? Dive deeper. You’ll be surprised at how things that seem routine to you as a congressman are so interesting and cool to constituents.”

Conner is Facebook’s evangelist in Washington, a social-networking pro summoned by elected officials and bureaucrats alike to teach them, free of charge, how to leverage Facebook — within strict government rules and security guidelines. The mere existence of Conner’s hand-holding lessons illustrates the cultural gulf between Washington and Silicon Valley, and spotlights the complex web of congressional rules that limit social networking among federal workers.

Read Rest of Article from The Washington Post

From the brilliant Jay Baer on his blog Convince and Convert

How can you catch more fish? By using more poles.

If you’re going to create social media content to establish or perpetuate thought leadership for you, your company, or your clients, you can’t silo your ideas.

The old method of thought leadership was to create a white paper. A carefully crafted, highly edited, incredibly boring, 18-page tree killer that you provided for download on your Web site.

Guess what? In a 140-character world, a white paper feels like reading Moby Dick. Backwards. While covered in maple syrup.

Mmmmm. Info Snacks

Don’t put all your thought leadership eggs in that one, large basket. Like a salad at a fancy restaurant, deconstruct that white paper and instead create an array of info snacks that you can sprinkle across the Web.

Each of those snacks will be consumed by a slightly different audience, and perhaps more importantly each will be indexed by search engines, multiplying your inbound marketing opportunities geometrically.

Let’s think about how this might work in practice. Let’s say your core concept is that Blue Cross/Blue Shield in your state is helping improve the health of the citizenry through community health initiatives like immunization, exercise classes, and so forth.

Read Rest of Blog Post

From Nathaniel Perez for Fast Company (original article)

While brands still try hard to “crack the Social Media code,” most seem to understand consumers no longer find the prospect of being friends with a brand more engaging than the single click it took to fan the brand page on Facebook. After all, what’s so novel about the thought of a friendship with my butter? Precisely, nothing.

The impact of social media at the heart of new media is shaking up how brands think of experience design and what consumers expect from brand experiences.

Let’s talk digital sociology. I’ll quote three impactful points of view from Michael Wesch, Assistant Professor of Cultural Anthropology at Kansas State University. In his series called “The machine is (Changing) Us: YouTube and the politics of Authenticity,” he describes the following (which I’ve roughly transcribed):

• “Media defines us while we define media.”
• “We’ve shifted from media to mediated relationships.”
• “Connections were the constraint, we now have connections without constraint.”

How can these statements help us understand how to be better at building brand through social media and digital experiences in general? Here’s a set of guiding principles to help you get beyond tactical earned media generation and enable you to create richer and more successful “social movements” around brands.

• You can shape the outcome, but can’t prescribe it. Leave predictable outcomes behind. Successful social experiences all have one thing in common: They relinquish control. Bring your consumers closer to action and let them take over. When insights are scarce, leverage the good old reward method to get them to play, then watch them play. If your brand has risk and readiness constraints, consumer control is not a pipe dream. Make it a priority.
• From Communication to Connectivity. Your brand should no longer think of itself as an authority (even if it is one), but rather a facilitator or enabler. Its role is no longer to broadcast, but to connect. Understanding brand connectivity requires more than just digital listening and influence identification. Moving beyond single degree measures is crucial.  Examining passions and motives within dynamic behavioral contexts is essential. Digital discovery (or anthropology) can help uncover motive “in action”. Social media is an unbound source of insights, allowing limitless exploration of digital personas and their behavior. Your brand can engage and build connectivity through behavioral contexts it can associate with.
• Create mediated experiences. Focus on understanding the potential impact of various media interactions against consumer motives and apply that understanding to your experience strategy. Leverage YouTube as more than an outlet for brand video and search traffic. Instead, study how video sharing can promote the quality of the engagement and motives you seek to trigger. As you plan your experience, don’t limit yourself… Define the media while giving it the opportunity to define you. Create experiences that are engaging but unconfined. Experiences that impose less constraint (or more connection) lead to a greater ability to mine insights from engagement. Branded widgets and social network applications can surely help amplify brand messaging but are really little more than evolved direct media. UGC campaigns with very prescriptive requests cannot allow you to measure much more than response rates.
• Listen to your experiences. Leverage digital listening to clearly understand how the media has shaped you. Extend your discovery efforts against your conversation to understand patterns of behavior, motives of engagement, audiences and other measures of how your brand is or can be more connective. Measure impact beyond response and conversion by putting your data to work across all sources to truly understand consumer behavior against key business metrics, both offline and online.
• Keep Shaping & Being Shaped. Whether looking to sustain successful initiatives or creating new ones, brands need to understand how to play in a fully dynamic context. Focus too much on the media itself and your efforts won’t scale. Instead, focus on measuring and extending your “connectivity” step by step, creating a well balanced insights & experience machine.

While butter brands of the world now have their work cut out for them, I’m hoping they’ll leverage Facebook, YouTube, Twitter, or their own media as mere interaction vehicles while devoting their attention to understanding the essence of consumer engagement within the media. Only then can they design experiences that shape conversation, to then understand how those conversations have shaped their brand.

Endeavour Marketing and Media, A Murfreesboro TN Advertising Agency