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Social Brand Planning

Received (in revised form): 15th December, 2011

JOHN STAUFFER
is the Regional Strategy Director with the 360 Digital Influence Group at Ogilvy, based in Hong Kong. His experience is in the technology and B2B sectors, having recently developed and executed social media strategies for Malaysias largest teleco to Hong Kongs largest financial firms. He is also the WPP lead for Fords social media work across nine markets in Asia. In Asia and in North America, John has developed social media training programmes for a variety of clients, both writing the curriculum as well as delivering the training across the enterprise, most recently working on a social listening workshop for a clothing manufacturers product development team looking at using social media in an effort to spot shifts in fashion trends. Before moving to Hong Kong, John was in Ogilvys Washington, DC office where he worked with clients such as DuPont, IBM, and Marriott hotels. In the USA, he was a guest speaker at Johns Hopkins University, Georgetown University and the University of Maryland, speaking about the role of social media in marketing and communications programmes. He has spoken on the topic of social media and word-of-mouth marketing at industry events across Asia with recent panels and presentations in Kuala Lumpur, Manila, Hanoi, Ho Chi Minh, Hong Kong,Tokyo, and Sydney. He contributes to the 360 Digital Influence Blog, Fresh Influence, as well as the Asia Digital Map, and serves as a regular host of a Social Media for Executives training series sponsored by The Wall Street Journal Asia.

Abstract
Fundamental shifts in the ways consumers use the web have ushered in a new opportunity for brand planners. Armed with insights derived from social media, planners are putting the consumer at the heart of the brands positioning and the business. Plannings role beyond marketing and communications; fast-moving cultural trends fuelled by the social web; and new sources of consumer insight have all contributed to a new definition of brand planning. A customer-centric approach to planning, or Social Brand Planning, is critical if we are to transform successfully the data and behaviour gleaned from social media into a competitive advantage for the business.

Keywords
brand planning, social media, social brand planning

INTRODUCTION Why Social Brand Planning?

For the first time since the inception of the web, social networks intercept more internet traffic than search engines.1 Keyword-filtered search results are giving way to a form of friend-filtering through our Facebook news feed. Analysts predict that, again for the first time in the history of the web, 2014 will see more web traffic globally through mobile devices than our desktop PCs.2 The top ten largest brands on Facebook as measured by fan count are digital metropolises with populations larger than any city on earth.3 These communities are not without an impact on the business; recent research

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John Stauffer, E-mail: john.stauffer@ogilvy.com

suggests social media exposure, combined with paid and earned media, is directly linked to sales.4 Organisations are playing catch-up in the face of these fundamental changes in online behaviour. Budget allocation forecasts signal a reshuffling of priorities. Forrester research suggests social media will see a 34 per cent compound annual growth from 2009 to 2014 as interactive marketing spend climbs to 21 per cent of all advertising spend. This is a major reconstitution in the way brands organise themselves and engage with consumers. It requires a thoughtful approach to new a set of responsibilities for brand planners, one in

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which planners must adopt new ways of capturing insights derived in social media; measure and optimise market-facing programs; and expand their scope to connect decision makers across the organisation.

hamlet in Britain. No one spending $6 billion on the Channel Tunnel Fast Link asked whether $6 billion might improve the lot of passengers if spent in some other way than by marginally accelerating the trains. They already had their formulae thanks very much.5

HOW SOCIAL MEDIA HAS CHANGED BRAND PLANNING Plannings role beyond marketing and communications
Read through the latest marketing and communications award-winning case studies and youll be likely to uncover the winning formula. Business objectives are stated at the beginning, followed by the challenges facing the brand (eg stiff completion, low awareness, etc.).Then, the strategy is unveiled, followed by the impact of the programme with two to three metrics that links back to the business objectives. Points are rarely awarded for a change in business objective once it has been set. This linear process too often puts planners far removed from the core functions of decision making within the business. Brand planners sometimes find themselves at the end of a conveyer belt in which the business makes a decision, followed by a briefing to marketing and communications teams who then solicit planning and creative teams to build preference for the brand. IPA President, Rory Sutherland, in a piece published in A Master Class in Brand Planning: The Timeless Works of Stephen King, takes issue with the pretence of creativity and planning as a sequential process:
Sutherlands first law states that all creative people must submit their thinking for appraisal by more rational people.This does not apply the other way around. No one engaged in the 3G auction thought to ask, what else you could do with the $16 billion such as installing a public wifi in every
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Planners and practitioners engaging on behalf of a brand in social media often feel this same frustration. The reasons behind negative sentiment and even the cause of passionate brand advocates exist deep in the heart of the organisation, far removed from the front lines of the brands community managers. The trouble with this linear planning process is that too often what starts out as an honest attempt at collaboration between the business and its customers often devolves into one-way communication.This is made more complex as social media are at odds with the channel planning mindset still used in many planning models. As a result, too many marketing and communications programmes in social media are social in name only, with the vast majority of resources spent managing the flow from brand to consumer and little or no meaningful consumer insights affecting the way the business operates. Success is often limited to a handful of pilot programme experimentations that wither at the first sign of biting criticism. Most brands lack a process for ensuring a balanced mix of social medialed planning both downstream in tweaks to the execution, and upstream to the central functions of the business. Forrester, in a recent examination of the impact of brands in social networks posed a grim assessment:
[w]hile spending in Ad and Marketing on social networks is high, many of these resources will be wasted. Thats because

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many brands will continue to broadcast one-way messages as they have done in the past, while struggling to develop a two-way dialogue with their customers.6

Planners must look beyond the familiar territory of their marketing teams to learn new ways of doing their job.The customer service call centres, for example, have formed and trained a core social response team, with Twitter handles manned 24/7.7 This support, often initiated in social and then resolved offline, gives brands the permission to take on proactive branding programs in social media. The community manager running the brands Facebook page has a new suite of tools designed to spot, escalate and mitigate negativity in a way that scales to social networks with fan counts in the six or seven figures. The webmaster for the corporate website sees social media sites as the top referral into the dot.com pages. He now has powerful clues from the search terms that lead a user to the site and can now create content designed to mirror search intent.8 The product development teams use social media not to inform a marketing strategy but to spot early shifts in purchase behaviour that affect literally the way products are engineered. The clothing manufacturer, for instance, who perceives an early change in the way men discuss the fit of their sport coats can link that social media insight to the tailors in the shop, scissors in hand. Communications teams know monitoring in social media is now a commodity and have moved to providing insights instead of links. These teams are plugging the insights back into the core of the business in the hopes of reversing this tide.This effort is also becoming in an internal function rather than an agency assignment; one of the largest line items for Social Strategists worldwide is investment in internal soft costs in staff to manage with a

46 per cent increase in spending from 2010 to 2011, compared with only a 15 per cent increase in traditional agency support. The Social Brand Planner, whether a formal title or simply a focus of an empowered brand manager, must work to formalise this consumer-centric approach across the enterprise.

Two-speed optimisation
In Chief Culture Officer, Grant McCracken suggests cultural insights can be tracked at two speeds. Insights into slow culture require the endurance and focus of brand planners to recognise how behaviour that occurs below the surface and off the front pages affects purchase behaviour at a profound level. This process, which hinges on deep bodies of cultural, demographic, and country-specific research, is applied and confirmed through fresh rounds of focus-group testing and ethnographic studies. Fast culture however, fuelled by the always on economy of social media, has given us a new speed setting at which social brand planners need to operate.
Fast culture has many origins and the CCO [Chief Culture Officer] must monitor them all. New cultural developments can come from the world of cuisine, sports, music, fashion, moviemaking . . . Chefs, point guards, engineers, indie bands. . .bloggers. . .any of these can prove a decisive influence. Its a lot to monitor. To make matters trickier still, we cant merely monitor the most famous of these players. . .it[s] possible for obscure players to punt their influence in from the margin. . .9

For businesses with social media at the core of their planning process, those moments of fast culture are not the margins
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but the sweet spot of social research, integrating the voice of the customer into the heart of the business and its process.Those fast culture groups the chefs and fashion fanatics represent a new ocean of opportunity for planning with laserfocused audience segmentation. The torrent of fast culture brings about more data linked to average consumers online, as well as influencers. A recent study published in McKinsey Quarterly found that 80 per cent of revenue growth from global brands could be attributed to decisions about where to compete, leaving 20 per cent attributed to how.10 As any planner can probably attest, and as the authors say, this ratio is the exact opposite of the allocation of time and effort in a typical strategy-development process. The authors encourage granular segmentation, adding, think 30 to 50 segments rather than the more typical 5 or so. The onslaught of social media data presents businesses with the incredible opportunity to strive realistically for the 50 microsegment approach and represents one of the most meaningful benefits in the emergence of the fast culture phenomena. The micro-segmentation model aligns with new social networking research in optimising the way brands engage online. Facebook researcher Paul Adams suggests most people have multiple independent groups of friends they tend to have fewer than five groups and these groups usually have fewer than ten members.11 Other networking-focused research confirms our strong-tie social network hovers at around six members.12 We also know the average Facebook user has 130 friends, thats very close to a figure put forth by Robin Dunbar, who found the upper limit of ones social network sits roughly at 150 contacts.13 All this suggests that the vast majority of connections online are among a
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persons weak ties,14 those likely to be barer of new, fast-moving, novel ideas and trends. These are the nodes in social networks that are not seen face-to-face everyday, but are the ones likely to have some new piece of information about a brand, a product, a cultural issue not yet encountered. Social media switch on these weak ties in a way that brands did not previously need to track. Now, web users can call up hundreds or sometimes thousands of weak ties at a moments notice. This happens both proactively as prospective customers tap the wisdom of that crowd (eg who makes the best vacuums?) or passively, by scanning the fast culture torrent from friends, fans, followers, each of whom is an influencer within only a narrow context. For example, a weak-tie Facebook friend from the local running club might share a shoe recommendation in the news feed. Planners need now to plan for the dynamics around strong ties and their inherent trust along with weak ties and the new trends and products they bring. Brands that acknowledge their consumers exist within these fast-moving, complex groups, as opposed to isolated individuals pushed down the marketing funnel, benefit from insights derived from fast-speed culture. A telling example of how insights derived from two speeds can drive business decisions comes from pizza retailer Dominos. After receiving uniformly negative feedback in social media regarding the taste of their pizzas, the brand committed to changing fundamentally the way it made pizzas and launched a Pizza Turnaround campaign featuring the latest customer mentions both good and bad in social media as part of the turnaround campaign.15 This effort led to a 14.3 per cent increase in first quarter 2011 sales compared with the first quarter of the previous year, and a 150 per cent

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increase in stock price.16 If that seems like a big spike, it is; no fast food company has ever seen such a boost. Of course, it took real commitment from the business, beyond its close tracking of social media, to engineer a better pizza. By baking social media into its planning process and the way it communicated the change however, Dominos was able to make the claim of transformation authentically. All from a programme based on fast-moving insights derived in social media and put squarely at the centre of the business. This breed of research one grounded in the up-to-the-minute realities of the marketplace supplements the equally important traditional research commissioned by brands. This research is the second, slow-culture, but no less important speed of optimisation. The experienced social brand planner recognises the patterns in fast culture and can predict, with some degree of confidence, which of those rapidly changing trends are an early indicator for a shift in deeper, slow-culture changes. The key skill, of course, is to determine which of these fast-culture trends represent an early shift in more meaningful cultural insights. To do that, it is necessary to tap into our understanding of deep, slow moving cultural trends, as mapped and analysed by any number of traditional planning models combining qualitative and quantitative data (eg focus groups, purchase paths, customer satisfaction surveys, etc). It is only when married with traditional research methods that social media can serve to inform the planning process. A new trending topic on Twitter alone will never a meaningful insight make. This two-speed process does not stop once brand communications hit the marketplace. In fact, it is in social media where brands can quickly test new innovations and closely monitor consumer

feedback in the spirit of failing fast. Tim Hartford, in Adapt: How Success Always Starts with Failure proposes three keys to the failing-fast process.17 First, seek out new ideas as a source of innovation. Hartford suggests the world is too complex to rely on experts for a single winning big project. Second, test those ideas on a scale where failure is survivable. Branded communities, in which the majority of users have an interest in the success of an organisation, serve as excellent laboratories for survivable failure. Finally, constantly monitor these trials for feedback. All three of Hartfords steps in this process seeking out new ideas, spaces for survivable failure, and close observation are all within the avenues of expertise for the social brand planner.

Empathy economy
In a recent gathering of planning executives, Dr Nick Southgate spoke about the role of empathy in planning. He suggested a simple yet powerful strategy, that planners should identify their biases early on in order to break down some of the barriers to empathy that exist within brands and agencies. In a telling example of this movement toward empathy, Procter & Gambles CEO, Alan Lafley, embarked on a trip that took him to a tiny kitchen in Central America. In the early 2000s, Lafley visited the homes of women to understand better how they used P&Gs product. In Venezuela, how empathy leads to insight is witnessed:
For an hour, Mr. Lafley sat in the corner of Mrs. Rios kitchen, where bright yellow paint peeled off the wall and listened to the young mother. . .[Rios] produced 31 bottles of cream, lotion, shampoo and perfume and placed them on the embroidered tablecloth. She has two lotion for her feet, one
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for her body, one for her hands. . .its her entertainment, Mr. Lafley said.18

He began to understand a new form of off-label use as his product line-up was collected and laid out on the kitchen table.This is the currency of the empathy economy and organisations now have the ability trade in this currency. With the explosive growth of social networks across the globe, a brand can peek into the yellow walls and chipped paint of its consumers life online, building a culture of empathy within the organisation.Too often our planning research sanitises the customer and serves up a clinical diagnosis. The Social Brand Planner ensures we anchor every step of the brand to real people in a way that puts the consumer mindset ahead of the brands positioning. We must do so in the era of the social web; the very architecture of the web was designed as a peer-to-peer, information-sharing model.19 While this sounds obvious, consider the webs history alongside the converse history of branding.The changes brought on by the industrial revolution triggered a shift in the way people bought products.The local bazaars, markets, and shopkeepers gave way first to chartered organisations and then to corporations. This meant, for the first time, consumers did not personally know or interact with the producer of the goods from whom he or she was buying. Branding was born in part to reproduce the feeling of familiarity consumers once had with product makers. Mass media helped to deliver a brand personality and relationship with consumers through radio and television before the new product hit the shelves.This model was built on brands as fictionalised narratives, the Marlboro Man and Aunt Jemima. These two histories are at odds with one another because the manufactured brand
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personality is no longer applicable in a peer-to-peer, social web. In order for branding to be successful on the web, social brand planners will need to trade in a currency of empathy as defined by one scholar as simply a motivation oriented towards the other.20 This means brands serve the communities of which they are a part, facilitating connections around a shared affinity. Not surprisingly, the most common current reason why users join branded communities is to receive promotions or discounts on products. While an effective way to quickly grow in size, these campaigns do little to socialise the business at its core. This incentivising is likely to produce some undesirable side effects, namely the demotion of brand fans to mere contestants; a delusion of a common affinity (eg muscle-car fanatics) as freebies trump true fandom; and finally a bubble community in which fans unsubscribe or go dormant once the incentive is removed. Instead, the most effective brand strategies in social media put the consumer back in a direct, non-fiction, conversation with real people from within the company: employees spotting questions and trained and empowered to help; a help-desk manned by customer service reps on Twitter; a Facebook application that allows airline passengers to book directly from the community page and share that trip with selected friends. The hypothesis of the empathy economy suggests the brand itself should not be at the centre of our efforts. The brand positioning, rather, is an honest reflection of the beliefs, attitudes, and behaviours of individuals. Businesses win in the empathy economy through positive word of mouth, earned by honestly demonstrating the variety of ways in which they are becoming more social brands. This is not easy. Research suggests that at the individual level, empathy is often outmatched by individual concerns, a

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fragile flower21 easily destroyed by other personal motivations. At an organisational level, this is even tougher to preserve as short-term profits often win out over long-term interests of consumers. And even that, sometimes, is okay, especially in patent-driven, high-security industries where a more social business does not equate to a better one. It is the role of Social Brand Planner to see this process through and it is this sort of analysis uncovering real pockets of prospective or existing customers and the empathy to know how these micro-segments are likely to think that is needed in this new era of planning.

Social media can give powerful clues to the health or instability of a brand or its positioning. Important metrics to track include:
G

CONCLUSION A new job for planners

What all three of the major trends suggest is the need for the new role of an individual tasked with making sense of these shifts in planning. Enter the Social Planner: equal parts Anthropologist, and Ombudsman, Change Agent. In order to achieve this, brands need to adopt a disciplined model of customerorientated planning.This requires a social brand planner charged on three major fronts: Applying insights from social media upstream into the major arteries of brand planning This means quantitative and qualitative data from social media is used in earlyphase brand planning: mapping out the cultural tensions, sketching the audience personas, tracking customer journeys, ensuring message testing endures reality checks from social media, requiring some level of ratification. How: Develop a template research framework to guide each new assignment.

Volume: both discussion for the brand and its competitors across all forms of social media, including networks and influencers; Sentiment: either through tools with credible Sentiment Analysis or through manual scoring among a team of researchers. When using a paid tool, look for accuracy approaching 60 per cent. It seems low for a machine but consider that human analysts agree only about 70 per cent of the time.22 For the latter, develop a simple scorecard to grade each post as positive, negative or neutral. Search: this can range from simple keyword-based volume assessments through to tools like Google trends or deeper Consumer Intent Modeling. Both are best tackled with a specific hypothesis in mind.This helps focus the Social Brand Planner as he or she works to prove or disprove the hypothesis with every keyword.

Keep the above simple. If this fails it will almost certainly be due to poor analysis and not due to a lack of data. This is movement from a single data set (eg your brand was mentioned 3,500 times this month) to a more nuanced model that now allows planners to analyse social mentions through the lens of an existing brand plan.This can be done by categorising desired attributes, message pillars every organisation has its unique way of articulating this piece of its DNA. Figure 1 shows a sample of categorical analysis in action from a generic brand tracking six main drivers of conversations and the per cent of sentiment (blue vs gray) and the
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Figure 1

Sample social media sentiment by category

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sentiment score of those emotionallycharged posts (red vs green). Applied to any existing brand-planning exercise, this sentiment analysis, coupled with verbatims for illustration, is a quick way to build social into the planning process. Building consensus on a cross-practice measurement model designed to yield a realistic and timely assessment of marketing and communications efforts Doing so means optimisation occurs the moment the programme hits the marketplace and is not simply a buzzword on the final page of the campaign plan. How: To do this, a new way of measuring success is needed.The value of effective social planning will require a new set of performance-based metrics across many business functions. Figure 2 shows a sample inventory of what a social brand planner may track for any one programme.

Leading an enterprise-wide planning model that acknowledges consumers do not think of a brand in discrete categories of marketing, communications, public relations, or advertising In turn, social media will shed light on changes needed in far-flung corners of the enterprise.A hammer sees every problem as a nail. Marcom teams risk viewing every detractor as reason for more communications. Properly positioned within the enterprise, the social brand planners can determine if customer service, product development, or the sales teams are the solution. This idea is not new. The father of planning, Stephen King, called for such a change in 1988 at an event celebrating the 20th anniversary of the birth of planning:
Strategic brand design needs a management structure which is small, flexible and interactive. It must involve, in an overlapping way, the key skills of Production/R&D, and

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Figure 2 Sample inventory for a social brand planner to track

marketing/communication and general management/finance.4

in a hypothetical running shoe brand might read:

Weve spotted something online this week, mainly surfacing out of the Pacific Northwest in the US, it certainly has something to do with a return to the purity of the running sport, it could also include a movement toward barefoot running, Barefoot Sole Shoes which were described as toe-shoes by no less than five of our fans today. The Runners World Magazine Doc Blog may also be involved; this, whatever it may be, parallels the Slow Food Movement in a purity over product tonality. Our competitor, Nike, appears to be winning ground as evidenced by share of voice among a Twitter list Portland Trail Runners comprising 47 handles in the region. This may ratify and warrant an acceleration in our plans to launch the Sole Shoe product, perhaps even ahead of the standard spring season line up. Confirming with Research & Development at 2pm. More later today.

How: As King described, building an overlapping set of goals across many functions is important. Planners in early phase adoption of social media experimentation should choose one particular business function and work to develop a monthly reporting template, capturing key insights into customer service, product development, etc.To demonstrate the Social Brand Planners relevance across these functions, this report should present actions first, supported by insights into consumer behaviour online through the lens of that function, followed by a few relevant data points. Dial it up to weekly if headway is being found to be made. For more experienced brands in social media, the formation of working groups with key stakeholders from each discipline should be considered. Solicit discipline experts to help make sense of the fast-culture trends with an eye for which ones hint at a deeper shift in consumer behaviour. If carried out successfully, the discipline expert can spot trends early both fast and slow cultural trend spotting and is comfortable with the ambiguity that this may bring; yet articulate in the way this information is piped by into the business. A memo from the Social Brand Planner

SUMMARY OF FINDINGS
If we fail to act on these in online behaviour, or if the job description of the Brand Planner does not reflect a new set of skills and responsibilities, we risk the continuation marketing campaigns being glossed over with a thin layer of social. As
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consumers continue to outpace brands in social media adoption, this social-inname-only phenomena is no longer a recipe for poor performing marketing programs, it is now a threat to health of the business.
References
(1) Experian Hitwize UK measured by market share visits, UK usage. (2) Morgan Stanley Research (3) http://statistics.allfacebook.com/pages (4) Kamal, I. and Carl,W. (2011) A study of the impact of exposure to social media on sales and brand perception, Ogilvy and ChatThreads. (5) Lannon, J. and Baskin, M. (2008) A Master Class in Brand Planning:The Timeless Works of Stephen King, John Wiley & Sons Ltd., Chichester. (6) Owyang, L. (2011) How Corporations Should Prioritize Social Business Budgets, February. (7) Case References: BestbuyTwelpforce (http://twitter.com/twelpforce), AMEX Help Desk (http://twitter.com/americanexpress). (8) SEOs report referring sources for small business websites, 2010, eMarketer. (9) McCracken, G. (2009) Chief Culture Officer: How to Create a Living, Breathing Corporation, Basic Books, Philadelphia, PA. (10) McKinsey & Co. (2011) Have You Tested Your Strategy Lately? McKinsey Quarterly, January. (11) Adams, P. ([year?]) The Real Life Social Network, available at: http://www. slideshare.net/padday/the-real-life-socialnetwork-v2 (accessed 12th January, 2012).

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(12) Christakis, N. and Fowler, J. H. (2010) Connected:The Surprising Power of Our Social Networks, Little, Brown and Company, New York, NY. (13) Dunbar, R. I. M. (1993), Coevolution of Neocortical Size, Group Size and Language in humans, Behavioral and Brain Sciences,Vol. 16, No. 4, pp. 681735. (14) Granovetter, M. (1973) The Strength of Weak Ties, American Journal of Sociology,Vol. 78, No. 6, pp. 13601380. (15) Dominos Pizza Turnaround:The true story of how Dominos listened to its harshest critics and made their best pizza ever, available at: http://www.youtube.com/watch?vAH5R56jI Lag (accessed 12th January, 2012). (16) Gelles, D. and Rappeport, A. (2011) Dominos eats humble pie to boost sales, Financial Times, 6th May. (17) Hartford,T. (2011) Adapt:Why Success Always Starts with Failure, Farrar, Straus and Giroux, New York, NY. (18) P&G Chief s Turnaround Recipe: Find Out Want Woman Want (2005) Wall Street Journal, 1st June. (19) Berners-Lee,T. Frequently asked questions Start of the web: Influences,World Wide Web Consortium. (20) Batson, C. D., Fultz, J. and Schoenrade, P. (1987) Distress and Empathy:Two Qualitatively Distinct Vicarious Emotions with Different Motivational Consequences, Journal of Personality,Vol. 55, No. 1, pp. 1939. (21) Batson, et. al, Journal of Personality and Social Psychology,Vol 45(3), Sep 1983. (22) See: http://en.wikipedia.org/wiki/Sentiment_ analysis

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