Top of the world: 2018-02-04

Thursday, February 8, 2018

How can social listening help to determine ROI?

How can social listening help to determine ROI? from Brandwatch

1. NOW YOU KNOW | BRANDWATCH.COM #NYKCON F How can Social Listening help to determine ROI? Anne Baudisch Project Manager, Brandwatch
2. #NYKCON F How to measure ROI?
3. #NYKCON F How to measure Return On Investment?
4. #NYKCON F CostsRevenue PROFIT Reducing Costs Avoiding Costs Loyalty Recommendations Satisfaction Engagement Reach Content Usage Conversions Sales HR Reputation Customer Service Enterprise 2.0 Purchase Relevant Set Awareness Knowledge Interest Preference Action Further Training Bundesverband Digitale Wirtschaft (BVDW) e.V. Staff Operating Costs Software Costs Media/PR Spending Agency Costs Customer Retention Customer Acquisition Awareness Internal External
5. #NYKCON F Social-Media-Strategy Goals Company Goals Strategic Goals Action Goals RAISING PROFITS Increase Revenue Decrease Costs Customer Retention Customer Acquisition Customer Satisfaction Cross-/ Up-Selling Awareness, Reach, Preference Increase Purchase Intention, Conversions, Sales Loyalty, Recommendations, Service Satisfaction Leads, Video Clicks, Engagement Sentiment, Detractors, Influencer Bundesverband Digitale Wirtschaft (BVDW) e.V.
6. #NYKCON F Change the view… Company Goal Strategy Goal Action Goal Company Goal Strategy Goal Action Goal
7. #NYKCON F Action Goal: Increase Awareness
8. #NYKCON F Company Goal Company Sub-Goal Strategy Goal Action Goal KPI Metric Data Collection Method Increase Profits Increase Sales Customer Acquisition Increase Awareness Increase Awareness by x% Share of Buzz Monitoring Interaction Rates (Shares, Likes, Comments) Social Media Analytics, Monitoring Number of Mentions Monitoring Aided or Unaided Recall Survey Action Goal: Increase Awareness Bundesverband Digitale Wirtschaft (BVDW) e.V.
9. #NYKCON F Buzz created by the campaign is only valuable if it - Increases your actual brand awareness - It has a measurable impact on your company goals Learning – Increase Awareness: Salt Bae
10. #NYKCON F Action Goal: Become #1 Choice
11. #NYKCON F Company Goal Company Sub-Goal Strategy Goal Action Goal KPI Metric Data Collection Method Increase Profits Increase Sales Customer Acquisition Become #1 Choice Top of Mind (in target group in x month/years) Brand Love Survey Community Growth (Growth of Fans, Followers, Advocates) Social Media Analytics, Intention to Buy Monitoring, Survey Recommendations Net Promoter Score, Recommendation Text Survey, Monitoring, Social Media Analytics Positive Customer Reviews Social Media Analytics, Monitoring, Web Tracking Bundesverband Digitale Wirtschaft (BVDW) e.V. Action Goal: Become #1 Choice
12. #NYKCON F Kendall Jenner for Pepsi – Organic Revenue Pepsico -Quarterly Organic Revenue Growth Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 3.5% 3.3% 4.2% 3.7% 2.1% 3.1% 1.7% n.a. • Spent ~ $5 Million producing the ad • ~ $100 Mio – media buy (People Magazine) • Pulled it on the second day PepsiCo, Inc.
13. #NYKCON F Morning Consult survey (2.200 Millennials) reveals • 44% more in favor of the brand vs 25% less in favor of the brand • Kendalls approval rate only 28% Kendall Jenner for Pepsi – Survey Result
14. #NYKCON F - Use various methods to measure the success of your campaign and compare all the data you have available - Overall negative perception of your campaign doesn’t necessarily mean you failed the effect on your target group Learning – Become #1 Choice: Kandell Jenner for Pepsi
15. #NYKCON F 1. Define your goals (Company, Strategy, Action, Measurement) 2. Choose your methods, metrics and KPIs 3. Collect data 4. Analyse and report data 5. Action, action, action 5 Steps to be successful measuring success
16. #NYKCON F anne@brandwatch.com Anne Baudisch Project Manager, Brandwatch
17. #NYKCON F Now You Know

Creating a Socially-Intelligent Pharma Enterprise

Creating a Socially-Intelligent Pharma Enterprise from Brandwatch

1. GAJAH ANNUAL REPORT 2015 | 1 Becoming a socially- intelligent pharma enterprise Steve Reeves Director, Social Intelligence DRG Digital
2. In case you hadn't heard...we’re teaming up!
3. 3 WHAT IS SOCIAL INTELLIGENCE? SOCIAL INTELLIGENCE The management, analysis and enterprise- wide sharing of insights from social sources, used to answer complex business questions, as well as to activate and recalibrate marketing or business programs.
4. 4 BY INDUSTRY… Payers Providers Pharma/Life Sciences Insurance Manufacturing Financial Services Banking Retail CPG Automotive Travel & Hospitality
5. 5 HELPING LIFE SCIENCES COMPANIES REALIZE THE FULL VALUE INSIGHTS FROM SOCIAL MEDIA • Tactical • Metrics-driven • Simple use cases • Strategic • Actionable • ROI-centric • Informs planning • Complex use cases • Multiple stakeholders • Multiple business questions • Highly skilled analysts Social Listening Social IntelligenceInsights • Actionable • Proactive • Informs planning • Aligned to business questions • Requires an analyst Most life sciences companies are somewhere between social listening and insights. DRG helps life sciences move beyond social listening, to achieve social intelligence. HELPING LIFE SCIENCES COMPANIES REALIZE THE FULL VALUE INSIGHTS FROM SOCIAL MEDIA
6. Social insights-driven clinical trial support Recruitment acceleration, customer-first trial design, trial adherence Social customer insights for product planning & positioning Understand your customer’s digital ecosystem to feed into a holistic communications plan Amplify unbranded education & trial results, build relationships by providing value (digital KOL/influencers, sharable digital content, partnerships) Measure & optimize, nurture customer relationships, increase personalization & relevancy Phase I - III Post-Launch Maturation These are the ways we’ve worked with various pharma companies to help drive social intelligence across the enterprise Build on early customer engagement with omnichannel brand activation (increased content/services, social, websites, and more) Enhance market access with digital insights & communication tools Beyond the pill tech interventions to drive outcomes Increase SFE via tablet reps and on- demand digital HCP services Support patient-HCP relationship with digital patient education and resources New markets, indications and segments – understand and enter new digital ecosystems Stay on top of evolving customer conversation and behavior trends to shape refresh messaging, content and engagement approach Leverage digital channels to extend the reach of financial and adherence support
7. 7 We believe that to truly know the patient, you must move from a transactional understanding, to a relational understanding. This is how you take your understanding of the patient from transactional to relational Where they talk When they talk How they talk about it WHY they talk about it Transactional Transactional Relational Relational Social listening Social Intelligence
8. 8 What Social Intelligence within a Pharma Enterprise Looks like Patient journey analysis Unmet needs identification Brand perceptions & attitudes Treatment experiences & switching drivers Digital influencers Social engagement & campaign analysis Event social strategies & analysis Competitor monitoring & best practices Marketing & Brand Patient Support PR & Comms Competitive Intelligence Research DRG analysts map social insights to opportunities to improve your customer experience approach and drive strategic decisions across business functions
9. Syndicated Syndicated Syndicated Syndicated Therapy area 1 Therapy area 1 Therapy area 2 Therapy area 1 Therapy area 2 Therapy area 3 Building a platform to scale social insights 2014 2015 2016 2015
10. But to develop the 360 view…We integrated social with other datasets DIGITAL LANDSCAPE & KOL ANALYSIS CUSTOMER & THERAPY AREA INSIGHTS FROM MANHATTAN RESEARCH Start with DRG’s proprietary foundation of customer behavior and attitudinal data, therapy area insights and current landscape trends to inform ecosystem mapping SOCIAL ANALYSISSEARCH ANALYSIS INSIGHTS AND RECOMMENDATIONS Understand your target patients Effectively reach potential recruits Uncover Gaps & Whitespace opportunity for engagement
11. And as the audiences we were studying began to grow… The utility of the insights began to have enterprise-wide application Patient Segments Caregivers Advocacy Groups Industry Analysts Physicians Marketing R&D Clinical Commercial Competitive Intelligence
12. And the use cases began to mature… Segment-based Insights . Brand and therapeutic area insights Patient Journey Analysis Emotional Journey Analysis
13. 13 So did the level of segmentation… DRG Digital’s proprietary library of taxonomies Based on Plutchik’s Wheel of Emotions (Scientific approach)
14. Case study: Patient Journey & Emotional Journey Analysis -
15. The challenge A Pharma company wanted to get insights from search analysis & social intelligence to inform their marketing teams before an impending product launch A Pharma company was launching products that would help cancer patients cope with their treatment and lifestyle. The product was to be marketed to patients suffering from multiple cancer types. The marketing team wanted to study search behavior and social media conversations by patients to understand the array of issues they face while living with cancer so as to better understand how their product will fit into their lives and how it will be perceived. The team was very interested in identifying ‘tension’ or ‘pain points’ faced by patients throughout their disease journey so as to identify potential avenues for intervention. The biggest challenge faced by the customer was that though they understood that insights from search and social media analysis in particular is key to their marketing strategy, they did not know exactly what insights they could expect or what questions to ask. 15
16. How we helped Syndicated survey results to provide context on how patients use digital resources, followed by an analysis of search terms and a detailed patient journey analysis based on social conversations to identify pain points and opportunities We designed a framework to map out a patient’s ‘emotional journey’ through the disease. We then identified the whole gamut of pain points faced by patients and highlighted areas where the brand could help, either directly with the proposed product or with associated initiatives to build constructive relationships with patients. Following this we provided specific recommendations on which pain points and opportunities were ideal for intervention, which organizations to partner with, how to develop messaging that resonates with the customers and their stated and implied needs, how to fine tune strategy while marketing the product to different cancer types, etc. Create a differentiated marketing plan for each cancer type: partnerships, content plan, avoid negative association, etc. Actionable recommendations for deciding on marketing strategy 16 SYNDICATED SURVEY to provide context on how patients use digital resources SEARCH ANALYSIS to understand common queries & informational needs PATIENT JOURNEY ANALYSIS based on SOCIAL LISTENING ACTIONABLE INSIGHTS Understand the need for the proposed product in each cancer type to decide which ones are ideal to focus on
17. How we helped 17 1 Used survey results to help the client understand how patients currently use digital resources and how they would like to in the future
18. How we helped 18 2 Analyzed search terms, search behavior (devices, websites visited after searching, etc.) to understand common queries across the patient journey Search volumes by stage superimposed with social conversation volume helps understand how patients navigate the web to solve problems
19. How we helped 19 3 Mapped out the emotional journey of a typical patient throughout their disease experience using social conversation analysis • Summary infographic helped the client understand patient concerns across the journey at one glance and also see how their proposed product/service would fit into patients’ lives • Follow up sections detailing typical patient questions and comments, community responses & recommendations and sample verbatim were provided for a deeper look at any area of interest
20. How we helped 20 4 Identified pain points/unmet needs at each stage of the patient journey, along with opportunities for brand intervention • Summary infographic to understand the whole array of pain points and opportunities • Focused recommendations about which pain points to target and how • Recommendations were not just about what to do, but often what not to do or who not to get associated with. For example, activists who give out unsolicited reviews and endorsements of products for use in ways condemned by the medical community were identified for a close watch
21. How we helped 21 5 Provided strategic recommendations at each stage of the client’s tactical planning: Market analysis, Launch, Media/Influencer outreach, etc.
22. The results As a result of the study, the marketing team was empowered to make decisions on how to market their product to different cancer types • Identified which cancer types were easy to market the product to and which ones needed a market to be created in • Created differentiated marketing plans for each cancer type in accordance with patient needs and awareness levels in each • Identified major patient pain points that could be solved either directly with the proposed product or through other initiatives that would help patients as well as position the brand correctly in patient’s minds • Identified several organizations and initiatives in each cancer type which were small but had high potential. These organizations were ideal for brand partnerships that could scale them to national or international levels and generate goodwill for the brand • Created a ‘watch list’ of activists and bloggers with whom to avoid even accidental association of the brand with. This helped the company preempt negativity around the brand soon after launch 22
23. 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Prevention Symptoms Diagnosis Treatment Living with Remission Shock Anxiety Anger Fearfulness Depression Sadness Hopeful Relief Happy Decline in intensity of ‘anger’ in the later stages, reflect an increase in acceptance Tracking the Patient’s Emotional Journey
24. The rise of predictive analytics in Social DRG Patient Emotiona l Journey Framewo rk 0% 50% 100% 150% 200% 250% 300% 350% 400% 450% 500% Shock Anxiety Anger Fearfulness Depression Frustration Sadness Hopeful Relief Happy Prevention Symptoms Diagnosis Treatment Living with Remission Proprietary Patient Emotional index – Describes Likelihood of Occurrence Each of the polygons represents an emotional attribute that can be analyzed, scored and indexed social data Numerical values represented equals the propensity for specific emotions to occur, ex.) early stage patients are approximately 400% more likely to exhibit depression-like symptoms versus though slate stage.
25. So, how do you create a social enterprise in pharma? 1. 2. 3. In order to understand social, go beyond social Put the patient at the center of everything you do Find the single source of truth…the person who both understands social and can connect you across the organization
26. Questions? Contact DRG’s Social Intelligence group digital@teamdrg.com sreeves@teamdrg.com
27. For Your Precious Time and Attention. THANK YOU

The Automotive Industry Through the lens of social

The Automotive Industry Through the lens of social from Brandwatch

1. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 1 © Brandwatch.com Social Insights/ The Automotive Industry
2. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 2 1.0 An Outlook on the Automotive Industry To say that the automotive industry is undergoing an era of digital transformation would be redundant – businesses that have not recognized and adapted to new technologies may already be irrecoverably outpaced by their earlier-adopting competitors. The evidence supporting this transition abounds: in the next ten years, 40% of new car buyers will be millennials, of which up to 94% gather purchasing information online. Furthermore, 38% of consumers consult social media before a car purchase and at least 40% convey a positive or negative experience on social. Certainly, the ability for brands to connect to millennials affects both automotive brands’ current business and their future security. On the whole, the industry is moderately mature when it comes to engaging on social media. Most businesses are effectively conveying their identity through social posts or campaigns and are fairly consistent in their messaging to audiences. Yet not all brands are capitalizing on the full benefits of social data. Only some of the larger, more mature automotive businesses are implementing robust social intelligence programs, which may provide social insight to sales, marketing, public relations, and even engineers and designers. By informing their business decisions by consumers’ opinions and ideas, these brands ensure that they not only react and adapt to millennials’ changing preferences, but are also able to assess the future direction of those preferences. And undoubtedly, there are many technologies contending to radically change the industry: hybrid and electric vehicles, self-driving cars, car sharing services and mobile ride hailing services. Of course, automotive businesses should be wary of how interest in such technologies could affect their brand, but they should also take note of people’s opinions on the style, comfort, reliability, mileage, safety and overall performance of their and their competitors’ cars – social media can offer organic, real-time feedback on these issues. Automotive businesses that are powered by social intelligence and more aware of their consumers’ preferences will have a competitive edge, preparing for the effects of technology and changing preferences. In doing so, they are better ensuring their security in the long-run. 1 Deloitte. Fourth Annual Gen Y Automotive Survey. January 2012. 2 eBay Motors Research. 3 GfK Automotive Research & Driver.com The Rise of Loyalty, Advocacy & Influence. January 2012. Graham Wall/ Automotive Sector Lead at Brandwatch
3. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 3 Contents 1.0 An Outlook on the Automotive Industry��2 Contents��3 2.0 Aim Methodology��4 3.0 The Automotive Social Index��5 4.0 The Brand-Audience Relationship��7 4.1 Brand-Audience Timing��9 4.2 Brand Content��11 5.0 A Look at Automotive Audiences��12 5.1 Gender Analysis�� 12 5.2 Interest Analysis�� 13 5.3 Profession Analysis�� 16 6.0 Associated Adjectives Analysis��18 7.0 A Look at Hybrid Vehicles��19 8.0 A Look at All-Electric Vehicles��21 9.0 A Review of the Automotive Industry��23 10.0 About Brandwatch��24
4. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 4 2.0 Aim Methodology The following report aims to provide automotive brands with an understanding of the current online landscape, actionable competitive benchmarks, and several specific insights on car models and technologies. The analysis is divided into six main sections: 1. The Automotive Social Index: Provides a comprehensive ranking for 48 brands across five key factors: Social Visibility, General Visibility, Net Sentiment, Reach Growth, and Social Engagement Content. 2. The Brand-Audience Relationship: Explores the way brands communicate with their audiences and how audiences receive that content 3. A Look at Automotive Audiences: Examines the gender, interests and professions of automotive audiences at the industry and brand level. 4. Associated Adjectives Analysis: Uncovers the language that audiences use to describe eight unique brands. 5. A Look at Hybrid Vehicles: Briefly reviews the volume of conversation and leading brands around hybrid vehicles. 6. A Look at All-Electric Vehicles: Briefly explores the share of voice for five leading all-electric vehicles and specifically compares Tesla’s Model S against BMW’s i3. The data and insights are derived through enterprise social intelligence software Brandwatch Analytics. The analysis examines 48 automotive businesses across the globe. Data is collected through three formats: 1. Queries: Collects general mentions of a brand online. Brandwatch Queries, based on boolean operators, are completely customizable to filter out spam or irrelevant conversations. 2. Twitter Channels: Collects Twitter data based on specific brands’ accounts. Twitter Channels track @ mentions, replies, retweets, and followers directed at selected Twitter accounts. 3. Facebook Channels: Collects Facebook data based on specific brands’ accounts. Facebook Channels track likes, posts, comments, shares, and pages likes on selected brands’ Facebook pages. For further questions on the aim, methodology or analysis in this report, please contact Brandwatch directly.
5. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 5 3.0 The Automotive Social Index The Automotive Social Index offers a context from which brands can benchmark specific factors of their online presence against competitors. The index evaluates 48 brands across five specific attributes: • Social Visibility: measures the volume of conversation a brand generates across key social channels. • General Visibility: measures the volume of conversation a brand generates on blogs, news outlets and forums. • Net Sentiment: evaluates the composition of negative and positive mentions of a brand in the context of that brand’s entire conversation. • Reach Growth: measures the growth of a brand’s following over the course of a month, appropriately weighted according to the brand’s current following. • Social Engagement Content: evaluates how effective brands are at communicating or responding to their audiences and how well their social content is received across social channels. The Composite Score reflects a brand’s performance across the five categories. For all five categories, brands are normalized against a single leader, which receives a score of 100. As such, the maximum potential score is 500. Brand Rank Social Visibility General Visibility Net Sentiment Reach Growth Social Engagement Composite Score Lexus 1 100 48 69 50 100 367 Honda 2 63 71 100 49 75 358 Audi 3 70 43 100 50 75 338 Porsche 4 76 59 72 50 64 322 Tesla 5 65 64 59 56 73 317 Dodge 6 83 65 51 47 65 311 Jeep 7 75 50 75 47 58 304 Ferrari 8 77 57 67 56 46 303 Ford 9 63 100 55 48 36 303 Mercedes-Benz 10 84 53 74 50 38 299 Rolls-Royce 11 55 44 84 49 67 299 Volkswagen 12 48 64 54 100 28 294 Citroën 13 23 39 66 76 89 293 BMW 14 76 76 59 45 33 288 Maserati 15 69 34 79 50 55 286 Toyota 16 63 72 64 47 37 283 Jaguar 17 61 49 86 49 37 282 Skoda 18 47 39 79 68 46 278 Subaru 19 68 44 84 44 36 276 Vauxhall 20 23 43 61 63 87 275
6. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 6 Brand Rank Social Visibility General Visibility Net Sentiment Reach Growth Social engagement Overall Score Kia 21 84 48 61 43 36 272 Renault 22 47 55 52 73 43 270 Nissan 23 39 63 56 44 53 255 Alfa Romeo 24 48 32 69 69 36 255 Chevrolet 25 52 54 63 47 35 252 Cadillac 26 54 49 69 46 31 250 Lincoln Motors 27 50 76 56 38 28 247 Chrysler 28 52 51 61 45 38 246 Ram 29 75 21 65 44 40 245 Volvo 30 46 50 77 43 29 245 Dacia 31 19 28 59 63 68 237 Hyundai 32 58 55 51 45 26 235 GMC 33 52 46 56 45 34 232 Mazda 34 48 46 66 43 26 229 Land Rover 35 39 45 62 48 33 227 Suzuki 36 30 48 69 38 41 226 Mini 37 28 55 73 42 28 226 Fiat 38 45 54 56 42 27 224 Buick 39 46 40 66 44 27 224 SEAT 40 30 28 69 60 34 222 Acura 41 58 35 61 43 18 215 Infiniti 42 44 35 62 41 31 213 Peugeot 43 31 40 71 45 23 209 Mitsubishi 44 35 49 62 41 21 208 Saab 45 32 33 83 34 23 205 Isuzu 46 24 28 69 28 53 201 Scion 47 35 36 57 38 16 182 Smart 48 18 25 67 29 33 172 Figure 1: Analyzes 3,456,538 online conversations from Twitter, Facebook, blogs, forums and news sites. Data collected from November 20th, 2015 - February 15th, 2016. Find monthly updates of these scores on Brandwatch’s Social Indices.
7. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 7 4.0 The Brand-Audience Relationship For automotive brands, building a strong reputation among their audience is paramount. Automobile consumers are dramatically influenced by how well they identify with and trust a brand. Social media presents an important opportunity for these brands to connect directly with their consumers and nurture loyalty, but to do so brands must be consistent with their identity and reliable with their responses. AUDIENCE • @MENTIONS • RETWEETS • REPLIES BRAND • TWEETS • REPLIES • RETWEETS AUTOMOTIVE BRAND AND AUDIENCE ACTIVITY (EXCLUDING HONDA) 11% 48% 39% 0.10% 0.97% 0.65% Figure 2: Analyzes 915,798 tweets from November 20th, 2015 – January 26th, 2016. Among the brands analyzed, non-brand-owned accounts comprised 98% of the online conversation while brands only maintained a 2% share. Clearly, audiences are dominating the discussion, reinforcing the need for brands to find ways to alleviate issues and amplify their praises online. Although brands only control 2% of the conversation, they may still be able to extract significant value from the 98% of chatter and even guide the public dialogue around their brand through their networks. Some brands are highly successful at engaging and responding to their audiences. Honda in particular is an outlier in brand-audience activity, with significantly more replies than any of its competitors.
8. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 8 AUDIENCE • @MENTIONS • RETWEETS • REPLIES BRAND • TWEETS • REPLIES • RETWEETS HONDA BRAND AND AUDIENCE ACTIVITY 14% 44% 39% 0.01% 3% 0.26% Figure 3: Analyzes 541,835 tweets from November 20th, 2015 – January 26th, 2016. Indeed, Honda maintains the most responsive Twitter account of all automotive brands measured – replies directly from Honda represented 39% of the dialogue between the brand and its audience. However, it’s important to note that a lot of these responses are automated replies to audience tweets submitting to the “Happy Honda Days” contest in December, which offered prizes in exchange for retweeting the brand’s content. Yet on a normal day, most brands are surprisingly inactive for an industry as well-established as the automotive industry is.
9. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 9 AN AVERAGE DAY ON TWITTER (EXCLUDING HONDA) AUTOMOTIVE BRANDS AVERAGE FOLLOWERS: 386,775 TWEETS 5 REPLIES 2 RETWEETS 0.31 AUTOMOTIVE AUDIENCES @MENTIONS 184 REPLIES 34 RETWEETS 120 Figure 4: Analyzes 915,798 tweets from November 20th, 2015 – January 26th, 2016. AN AVERAGE DAY ON FACEBOOK AUTOMOTIVE BRANDS AVERAGE PAGE LIKES: 5,002,795 POSTS 1.2 COMMENTS 1.9 AUTOMOTIVE AUDIENCES LIKES 5,678 COMMENTS 139 SHARES 541 Figure 5: Analyzes 1,858,525 Facebook conversations from November 20th, 2015 – January 26th, 2016. On average, these brands tweet 5 times per day and post on Facebook 1.2 times per day. In the context of other industries analyzed, automotive brands are moderately active on Twitter yet draw fewer @Mentions. On Facebook, automotive brands post less often than most industries, but draw a relatively high level of engagement from their posts.4 4.1 Brand-Audience Timing Most business leaders will agree: in any communication strategy, the timing can sometimes be as important as the message itself. In social, activating audiences when they’re actually engaged ensures that they have more opportunities to notice and respond to brands. By quickly handling incoming complaints and praise, brands demonstrate that they are always available to their consumers, which in turn translates to a stronger relationship. While the automotive industry is fairly well aligned with its audience there are some common discrepancies between the times brands and their audiences are active online. 4 Brandwatch. Social Insights Series: Luxury Fashion; Nonprofit; Restaurant, Food Beverage; Telecommunications; Television Networks. 2015.
10. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 10 Figure 6: Analyzes 271,814 tweets from November 20th, 2015 – January 26th, 2016. Firstly, activity on brand’s accounts slows after Monday, with a sharp drop-off during the weekend. Meanwhile, their audiences are only slightly less active on Saturday and Sunday. Examining hourly activity shows that audiences are more consistently communicating with brands throughout the day, while brands are considerably less active during non-working hours. BRAND AND AUDIENCE ACTIVITY BY HOUR PERCENTOFDAY'STWEETS •BRANDS •AUDIENCES 0% 2% 4% 6% 8% 10% 11PM3PM 6PM 9PM12PM9AM6AM3AM12AM Figure 7: Analyzes 204,173 tweets from November 20th, 2015 – January 26th, 2016. Analysis limited to conversations based in United States. BRAND AND AUDIENCE ACTIVITY BY DAY PERCENTOFWEEK'STWEETS •BRANDS •AUDIENCES 0% 5% 10% 15% 20% SUNSATFRITHURWEDTUEMON
11. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 11 Again, while these discrepancies are common for most industries, businesses should recognize that their audiences are active at all times. Businesses may lose opportunities by not sharing content or replying to questions during non-working hours. Social teams may be able to activate weekend audiences by scheduling tweets but should also consider how they will react to praise, complaints and crises that arise during off-hours. 4.2 Brand Content For an industry where style and identity are key factors in a purchasing decision, the way brands present themselves and their products online can have an important effect on consumers’ perceptions and purchasing decisions. An analysis of automotive brands’ Facebook content reveals that their strategy is primarily driven by photos, which comprises 72% of their posts. AUTOMOTIVE BRANDS' FACEBOOK CONTENT 9% 72% 18% 0.25% 3775 Likes 84 Comments 241 Shares 3763 Likes 162 Comments 645 Shares 1572 Likes 38 Comments 116 Shares 74 Likes 7 Comments 4 Shares Photo (72% ) Video (18% ) Status (0.25% ) Image Link (9% ) Figure 8: Analyzes 3,219 Facebook posts from automotive brands from November 20th, 2015 – January 26th, 2016. Although photos are highly successful for brands, videos, which only represent 18% of their content, actually earn a similar number of likes and significantly more comments and shares. While videos may require more effort to produce, businesses should recognize that videos will be a more effective way to reach new consumers, as each share spreads content through audiences’ networks.
12. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 12 5.0 A Look at Automotive Audiences 5.1 Gender Analysis The audiences discussing automotive brands are overwhelmingly male – on average, 73% of the Twitter mentions of automotive brands come from males.5 Of the audiences analyzed, Isuzu (90%), Alfa Romeo (88%) and Saab’s (85%) are the most male while Honda (63%), Hyundai (51%) and Suzuki’s (48%) are the most female. Ovreall (Excluding Honda) 71% 29% Skoda Lexus Scion Mercedes-Benz Rolls-Royce Acura Citroen SEAT Chrysler Buick Ford Mazda GMC Chevrolet Vauxhall Lincoln Motors Toyota Audi Jeep Mitsubishi Smart Mini Dacia Kia Subaru Fiat Suzuki Hyundai Honda AUTOMOTIVE AUDIENCE GENDER •MALE •FEMALE 5 Industry average excludes Honda, which comprises nearly 40% of the total mentions analyzed. With Honda included, the industry conversation would be 62% male and 38% female.
13. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 13 Isuzu Alfa Romeo Saab BMW Dodge Ferrari Tesla Renault Nissan Inﬁniti Jaguar Porsche Ram Maserati Peugeot Volvo Cadillac Volkswagen Land Rover •MALE •FEMALE Ovreall (Excluding Honda) 71% 29% AUTOMOTIVE AUDIENCE GENDER Figure 9: Analyzes the gender of 681,442 Twitter conversations from November 20th, 2015 – February 8th, 2016. Gender is identified through online profiles and advanced machine learning techniques. Honda’s strong presence among females was driven by two campaigns. The first was their #HondaCivicTour with One Direction, which peaked on November 16th and 23rd with an audience that was 78% female. The second was their #OpenTheCheer campaign, which lasted throughout the month of December, earning over 100,000 retweets from a 66% female crowd. By understanding the gender breakdown across brands, models and campaigns, businesses are better able to target their efforts to the appropriate audiences.
14. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 14 5.2 Interest Analysis The most frequent interests of those discussing automotive brands are Sports (15%), Automotive (13%) and Family Parenting (11%). 0% AUTOMOTIVE AUDIENCE INTERESTS %OFTOTALINTEREST 0% 3% 6% 9% 12% 15% SHOPPING ENVIRONMENT SCIENCE FASHION MOVIES TV POLITICS PHOTOVIDEO FINEARTS ANIMALSPETS GAMES TRAVEL BEAUTY/HEALTHFITNESS FOODDRINKS BOOKS TECHNOLOGY BUSINESS MUSIC FAMILYPARENTING AUTOMOTIVE SPORTS Figure 10: Analyzes 613,267 tweets from November 20th, 2015 – January 26th, 2016. Interests are identified through online profiles and advanced machine learning techniques. While it may be surprising that Sports ranked higher than Automotive, in fact this is reasonably expected, as sports is one of the most common interests globally. Yet while aggregate industry information may be useful, businesses should recognize how online audiences compare across brands, models and campaigns. For example, the following figure analyzes audience’s interests across Mercedes-Benz, Tesla and Honda, exposing the unique fans and consumers that each brand attracts.
15. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 15 %OFBRAND'STOTALINTEREST AUDIENCE INTERESTS BY BRAND TV TRAVEL TECHNOLOGY SPORTS SHOPPING SCIENCE POLITICS PHOTOVIDEO MUSIC MOVIES GAMES FOODDRINKS FINEARTS FASHION FAMILYPARENTING ENVIRONMENT BUSINESS BOOKS BEAUTY/HEALTHFITNESS AUTOMOBILES ANIMALSPETS 0% 2% 4% 6% 8% 10% •MERCEDES-BENZ •TESLA •HONDA Figure 11: Analyzes 430,730 tweets from November 20th, 2015 – January 26th, 2016. Interests are identified through online profiles and advanced machine learning techniques. Notably, Mercedes-Benz’s audience stands out for its interest in Automobiles (8.2%) and Sports (9.5%), Tesla’s following favors Business (6.8%) and Technology (8.4%), and Honda’s audience leans toward Family Parenting (9.7%) and Music (8.4%). These differences provide some valuable implications for each brand. For Tesla, the conversation may be driven by people interested in the direction of the pioneering technology and potential business opportunities, but the brand may not connect with the everyday consumer as well as Honda seems to. Meanwhile, it’s understandable that a company with as much heritage as Mercedes-Benz would rank highest in the automotive category.
16. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 16 5.3 Profession Analysis Within automotive audiences, Artists and Executives represent the most common professions at 22.8% and 21.9% respectively. AUTOMOTIVE AUDIENCE PROFESSIONS %OFTOTALPROFESSIONS 0% 5% 10% 15% 20% 25% POLITICIAN LEGAL SCIENTISTRESEARCHER HEALTHPRACTITIONER SPORTPERSONSTRAINER TEACHERLECTURER SOFTWAREDEVELOPERIT STUDENT SALES/MARKETING/PR JOURNALIST EXECUTIVE ARTIST Figure 12: Analyzes 111,045 tweets from November 20th, 2015 – January 26th, 2016. Professions are identified through online profiles and advanced machine learning techniques. Again, while the industry norm may provide a helpful benchmark, separating profession across brands reveals the unique following that each business activates.
17. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 17 %OFTOTALPROFESSIONS AUDIENCE PROFESSIONS BY BRAND 0% 10% 20% 30% 40% •MERCEDES-BENZ •TESLA •HONDA TEACHER STUDENT SPORTSTRAINER SOFTWAREDEVELOPERIT SCIENTISTRESEARCHER SALESMARKETING POLITICIAN LEGAL JOURNALIST HEALTHPRACTITIONER EXECUTIVE ARTIST Figure 13: Analyzes 35,215 tweets from November 20th, 2015 – January 26th, 2016. Professions are identified through online profiles and advanced machine learning techniques. Unsurprisingly, Tesla’s audience, which is interested in Business and Technology, leans toward Executive (33.7%) and Software Developer IT (12.2%) professions. Meanwhile, both Mercedes-Benz and Honda are popular among Artists and Students. Honda maintains a distinctly larger presence among Teachers (8.9%) than the other two brands. By evaluating both professions and interests together, businesses can conceptualize how their audience and their competitors’ audiences differ, informing product and marketing strategies that connect to a more specific group.
18. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 18 6.0 Associated Adjectives Analysis For automotive businesses, every brand and vehicle holds a reputation for having certain attributes. A brand’s reputation shapes their identity and ultimately their consumer. For example, consider the figure below, which reveals how often people associate brands with a series of adjectives. AUTOMOTIVEBRAND ADJECTIVES ASSOCIATED WITH AUTOMOTIVE BRANDS •ACCELERATION •COMFORT •FUEL EFFICIENCY •HANDLING •HEAVY DUTY •HORSEPOWER •LUXURY •MPG •SPEED 0% 20% 40% 60% 80% 100% Volkswagen Tesla Ram Mercedes-Benz Mazda Honda Ford BMW Figure 14: Analyzes 8,264 tweets from November 20th, 2015 – January 26th, 2016. Associated Adjectives are identified through Brandwatch Rules, which use boolean language to identify terms in a specific context. The analysis excludes conversations from brand-owned accounts. Mercedes-Benz, BMW and Tesla are among the most likely to referred to as “luxury,” while Ram dominates chatter around their slogan, “Heavy Duty.” Interestingly, Mazda has sparked chatter around its vehicles’ “Fuel Efficiency” while Mercedes-Benz is noted for its “Comfort.” Businesses can use social intelligence to dig into each category and uncover the verbatim conversations surrounding certain aspects of their vehicles. Such analysis helps companies gain a sense of how their audiences are describing their competitors’ brands and cars, which can help direct marketing messaging and even provide valuable feedback for future car models and designs.
19. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 19 7.0 A Look at Hybrid Vehicles In 1997 Toyota introduced the Prius to the Japanese auto market. The first ever mass-produced hybrid vehicle, the Prius offered a new solution to mounting concerns over the dwindling supply and rising price of gasoline as well as the environmental effects of carbon emissions. The endeavor proved successful for Toyota, who now enjoys 76% of the hybrid car market, distantly followed by Ford’s 11%.6 As the figure below reveals, the breakdown of conversations around brands’ hybrid vehicles roughly resembles the sales market. HYBRID AUTOMOBILE MENTIONS %OFHYBRIDMENTIONS 0% 10% 20% 30% 40% 50% HONDA VOLKSWAGEN PEUGEOT KIA TESLA CHEVROLET HYUNDAI MERCEDES-BENZ CHRYSLER PORSCHE FORD TOYOTA Figure 15: Analyzes 6,419 tweets mentioning hybrid vehicles in reference to the above automotive brands from November 16th, 2015 – February 4th, 2016. Of the brands in this analysis, Toyota maintains 41% of the conversation around hybrids, while Ford is referenced around 15% of the time. However, while Porsche (10%) and Chrysler (8%) do not currently offer a hybrid vehicle, their share of voice is around their future plans to introduce a hybrid into their offering. The excitement that each has generated online may be an indication of the initial success. 6 Hybridcars.com. www.hybridcars.com/december-2015-dashboard
20. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 20 Yet as Porsche, Chrysler and other manufacturers introduce new hybrid models, in fact total sales of hybrid cars have actually been declining since 2013.7 Indeed, an analysis of the fluctuation of conversation around hybrid cars and the Toyota Prius reveals that the volume of chatter has essentially plateaued since the start of 2014. CHANGE IN HYBRID CONVERSATION VOLUME DEVIATIONFROMNORM •HYBRID CARS •TOYOTA PRIUS JAN 2016 NOV 2015 SEP 2015 JUL 2015 MAY 2015 MAR 2015 JAN 2015 NOV 2014 SEP 2014 JUL 2014 MAY 2014 MAR 2014 JAN 2014 -1.0 -0.5 0.0 0.5 1.0 1.5 2.0 Toyota unveils new 2016 Prius Figure 16: Analyzes 207,010 Twitter mentions of Hybrid cars and Toyota’s Prius specifically from January 1st, 2014 to January 31st, 2016. 7 Argonne National Laboratory. www.anl.gov/energy-systems/project/light-duty-electric-drive-vehicles-monthly-sales-updates
21. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 21 8.0 A Look at All-Electric Vehicles In the wake of the success of hybrid vehicles, a number of automobile manufacturers introduced all-electric vehicles. While the Nissan LEAF was the first to be mass-produced, it’s sales within the US were soon outpaced by Tesla’s Model S.8 Tesla’s presence is reflected online as well. Of the five automobiles analyzed, Tesla’s Model S maintained 67% of the share of voice. Interestingly, although the LEAF was the second highest selling vehicle in 2015, the BMW i3 actually generated slightly more conversation. • TESLA MODEL S • BMW I3 • NISSAN LEAF • VOLKSWAGEN E-GOLF • FIAT 500E AUTOMOTIVE BRAND AND AUDIENCE ACTIVITY (EXCLUDING HONDA) 14% 67% 15% 2% 2% Figure 17: Analyzes 1,176,112 Twitter mentions from January 1st, 2014 to February 7th, 2016. Furthermore, Tesla’s lead on social doesn’t appear to be slowing. Between 2014 and 2015, mentions of Tesla’s Model S grew by 80% while conversation around the BMW i3 and Nissan LEAF grew 42% and 50% respectively. 8 Statista. www.statista.com/statistics/257966/best-selling-electric-cars-in-the-united-states
22. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 22 PURE-ELECTRIC VEHICLE MENTIONS •TESLA MODEL S •BMW I3 DEC 2015 SEP 2015 JUN 2015 MAR 2015 DEC 2014 SEP 2014 JUN 2014 MAR 2014 DEC 2013 0 5k 10k 15k 20k 30k 35k Figure 18: Analyzes 970,395 Twitter mentions from January 1st, 2014 to February 7th, 2016.
23. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 23 9.0 A Review of the Automotive Industry In the next decade, the automotive industry will certainly undergo some important changes, driven by new technologies that affect engineering and design as well as the way brands interact and connect with their customers. These changes will threaten the existing business models but also provide opportunities for those that are prepared to adapt. As outlined in this report, millennials, future consumers and current car owners are regularly voicing their concerns and opinions about brands, vehicles, technologies and other relevant issues through social media. For businesses aiming to build relationships with and adapt to the changes preferences of these consumers, social intelligence provides the means to collect, analyze and make sense of the disparate conversations. Key Findings: • Lexus, Honda and Audi are Brandwatch’s three online leaders. • Audiences account for 98% of the conversation around automotive brands on Twitter. • Brands’ online activity is lowest during non-working hours. • While Photos are the most common Facebook post, Videos perform significantly better. • While Honda’s online audience is 63% female, the average of 47 other brands analyzed was 71% male. • The most common interests for automotive audiences are Sports (15%), Automotive (13%) and Family Parenting (11%). • The most frequent professions for automotive audiences are Artists (22.8%) and Executives (21.9%). • While BMW is most associated with “luxury” Mercedes-Benz is most associated with “comfort.” • Toyota (76%), Ford (11%) and Porsche (10%) are the most often referenced in relation to hybrid cars. • Tesla’s Model S (67%) maintains a dominant share of voice in the all-electric vehicle conversation. • While conversation around hybrid vehicles has remained mostly stagnant, chatter around electric vehicles appears to still be increasing.
24. Social Insights/ The Automotive Industry © 2016 Brandwatch.com | 24 10.0 About Brandwatch Brandwatch is the world’s leading social intelligence company. Brandwatch Analytics and Vizia products uel smarter decision making around the world. The Brandwatch Analytics platform gathers millions of online conversations every day and provides users with the tools to analyze them, empowering the world’s most admired brands and agencies to make insightful, data-driven business decisions. Vizia distributes visually-engaging insights to the physical places where the action happens. The Brandwatch platform, ranked highest in customer satisfaction by G2Crowd in the Winter 2016 social media monitoring report, is used by over 1,200 brands and agencies, including Cisco, Whirlpool, British Airways, Sony Music, and Dell. Brandwatch continues on its impressive business trajectory, with more than 50 percent of revenues now from North America. Brandwatch. Now you know. www.brandwatch.com | @Brandwatch | press office | contact
25. © Brandwatch.com Contact/ Email contact@brandwatch.com Web brandwatch.com Twitter @brandwatch Telephone US +1 212 229 2240 UK +44 (0)1273 234290 DE +49 (0)30 5683 7004-0

Wednesday, February 7, 2018

How a Strong Brand Boosts B2B Demand

How a Strong Brand Boosts B2B Demand from GYK Antler

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„ THANK X YOU/ FOR MORE INFORMATION ON HOW TO ASSESS AND BOOST YOUR BRAND, GIVE US A SHOUT. wwwgykantler com I @ggkanttertech I innovation@ggkantter, com I 603-625-5773 GVKAmxer puwxagao and soundmax