HOW TO: Optimize Your Social Media Marketing Strategy

Intro: There’s nothing like the basics to help bring things back into focus when you feel lost. In “Marketing 101,” the acronym AIDA stands for Awareness, Interest, Desire and Action. This is the most simple and rudimentary of sales and marketing funnels and is still incredibly relevant today when it comes to social media and Internetmarketing strategies.

Key Points:

  • New Additions to the Marketing Funnel: Over the years, the traditional AIDA has evolved and added two extra levels. These levels represent not only a shift in the technology and methods that are used to market, but the people behind it.
    Loyalty and Advocacy!
  • The problem with AIDA: As you can see, the levels of our old friend AIDA can get a bit muddy, especially when it comes to the areas of awareness and interest. This has given birth to dozens, probably even hundreds, of fresh interpretations. The main thing to remember is how the funnels flow and to set your measurement and expectations accordingly.

My Take: Sharing DiCoDE with Clo, she told me considering building such a model which would take traditional funnels and add Social Media specificities. And her initiative is fully about this!

DiCoDE is less process-oriented, but also add this “social loop” to a traditional to-down value chain. So now models need to spin and any traditional marketing needs to take this dimension into account!


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Microsoft Shifts From Silverlight to HTML5

Intro: Adobe isn’t the only company being tempted by the sweet taste of HTML5, Microsoft has a hankering for the stuff too. Despite its past efforts to shape Silverlight into the leading cross-platform runtime for the web and the desktop, Microsoft now says that its strategy and plans for Silverlight “has shifted.”

Key Points:

  • Bob Muglia, the president of Microsoft’s server and tools business said, “HTML is the only true cross platform solution for everything, including (Apple’s) iOS platform.”
  • As a video technology — indeed even as an application technology — Silverlight and WPF are actually pretty nice. I attended a two-day XAML workshop held at Microsoft’s Atlanta offices in 2009 and was very impressed with the capabilities and the toolsets that were possible within Silverlight.
  • Silverlight has had a problem gaining traction across the web. With the exception of the Olympics and a few other live broadcasts, you almost never see Silverlight used on the web.
  • It’s clear that Microsoft — like Adobe, Apple and Google — sees that HTML5 is the technology that will work across the broadest stretch of devices — and more importantly, will work on future devices.
  • Yes, the W3C has stated that the HTML5 spec isn’t yet ready for full use, and in a broad, global sense, this is true.
  • As a technology, Silverlight has a lot of promise and we think it is still interesting. Still, we can’t help but think Microsoft is making a better strategic move to focus on HTML5 as its cross-platform solution going forward.

My Take: I’m also very surprised by this announcement, showing that a new (open and free) standard is rising. Mostly because I think having understood at REMIX 2010 that Silverlight is a cornerstone for developing on several Microsoft platforms.
But this comes from a server and tools business president and not by a business decision maker. Which could explain a CTO’s excitement for technological (un-mature) trends…


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Microsoft’s Newest Acquisition Is About 3-D Gesture Controls

Intro: Microsoft has acquired Canesta, the manufacturer of semiconductor chips capable of sensing movement and gestures in 3-D. The technology could be applied to everything from Windows 8 motion controls to its Xbox Kinect motion-sensing device.


My Take: Further towards NUI taking over (or here, complementing) GUI. But I stay interested by what Steve Jobs said while previewing Mac OS X Lion: screen touchpad is ergonomically unviable.
I agree, just watching the video gives me neck and shoulders-ache already…

So NUI will probably complement GUI (via a touchpad or touch gestures on a mouse, or screen for mobile devices, for Apple) before taking over. One of the key trends I highlight on DiCoDE – the future!


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The New Media Generation – Adlovers or Adavoiders?

Intro: A few days ago, Hélène (one of our consultants at Cleverwood) attended the GRP Media Session about the relationship between the young generation (between 18 and 22) and the media. The evening was divided into 3 presentations about new researches over this Media Generation. Some of the results were surprising, some of them weren’t! Here is her take for each of them…

Key Points:

  • Being 20 years old in 2010: Media are complementing each other. Each is used for a different purpose. Young adults trust the newspaper more than other media. Surprisingly, the media they trust the least is Internet. 10 years ago, some people were swearing the death of TV. Guess what? TV is still the most important media. The big difference with the “older” generation (22-74 years) is the position of Internet: reactivity and traceability, Internet is recognized as the second most important media of their daily live. This Mobile Native Generation (born with a mobile in their hands) has an analytical, decoding, and critical view on marketing, much more than the “older” generation. Their social life is really important so they aim for a constant presence of social media networks in their lives.
  • Belgians are still “publivores”: 60% of the young generation are watching commercials for fun, not because they have to. Adlovers ?
  • Advertising impact on word of mouth: Online conversations represent only 5% (based on a study of 25.000 conversations), word of mouth still occurs offline, let’s not forget this. Adults talk more about the topics while young people talk more about the brand as such. Young adults personal experience is, most of the time, the first topic of conversation. They want to try it themselves! The increasing usage of New Media and especially Social Media is a nice evidence of this

My Take: Early 2009 I started attending “traditional media events” rather than digital congress. The big mistake of the web was to consider (even if it is true) itself as a different media. Media is an auto-regulated business, working not only on rational parameters (proved by analytics) but also with it’s own (GRP-based) currencies, networks, standards, rules… Don’t break them, embrace them!

In the end, we all know what will happen:  this ecosystem will collapse (and is really starting to for a few months). But before that, if you want to be part of the game, you need to play it by its rules! Being aware of what will change and what will have a major effect. That’s a key advantage!!!


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Multiplatform radio gets a little extra

Key Points:

  • New platforms like DAB, the internet, and mobile apps are all changing the way that radio works. We’re not just seeing new radio stations appear, but also we’re seeing brand extensions: extra radio stations that add to the master brand’s audience figures.
  • A typical radio commentator looks at radio stations, rather than radio brands. Yet, new platforms all deliver additional opportunities for brands to expand and grow: to launch “extra” radio services that retain audiences and grow new ones.
  • additional radio stations, that can only be delivered over new platforms, have the capability of earning significant increases in revenue for the radio business – as well as growing the share of listening to new platforms.
  • “Extra” radio stations, sold as part of a network, allow the owning brand to cross-promote to their other stations without a fear of losing a lucrative listener; and they positively promote new platforms to audiences. Promising more content from your favourite brand, “Extra” services are simple to promote and valuable to the audience.

My Take: all is said! I participated in an interesting exercise led by Julien from Laid Back Radio, delivering under the New Media Consulting company I initiated’s brand a -so called- Radio Manifesto. We see some of these trends are taking shape…


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Conde Nast CEO Chuck Townsend Explains The Latest Re-Org: Interview, Memo

Intro: “This (re-org) is not driven by the economy. It’s not driven by expense management. It’s not driven by cost management. This is driven by the market,” Townsend said. “It’s about making a move at the right point in time to consolidate digital seamlessly into our businesses, whether it be approaching the consumer, approaching clients and advertisers or approaching the way we operate our business with technology as an underpinning. This is acknowledging that digital technology is front and center in our business, part of everything we do—not off to the side.”  That changes a 15-year-old strategy of doing the latter, even after CND became a corporate division in 2005, he (CEO Chuck Townsend) said.

Key Points:

  • The brands will add digital sales and marketing to digital content management. Each will have to produce the same kind of seamless opportunities but across the brand—everything from print and digital to events and custom, all in one stop. Publishers and editors are co-brand managers, Townsend explains, responsible for the growth strategies for their brands. “It’s not top down anymore; it’s bottom up.”
  • Conde Nast Digital, still headed by Sarah Chubb, will operate emerging businesses, including the standalone sites with magazine brands (,,  acquisitions (Ars Technica, Reddit), Epicurious, Concierge, and new Gourmet Live. “Conde Nast digital will really focus on two things: 1) operating businesses that are truly in development and 2) being our corporate development arm.
  • Venturing and partnering the digital space is a critical part of our future
  • He said choosing to operate the print and digital together as one brand is more of a philosophical change, not a “plus or minus” for anyone.

The Memo:
From: Townsend, Chuck
Sent: Tuesday, October 26, 2010 4:05 PM
To: Conde Nast – All
Subject: Business Update – Strategic Realignment

In July, we announced a strategic refocus of our Company and identified three clear priorities to ensure our future growth and success: a consumer-centric business model, a holistic brand management approach and the establishment of a multi-platform, integrated sales and marketing organization.

Today, we made a significant step toward accomplishing our goals by setting in motion a structural realignment of the organization, and I wanted to take this opportunity to share my thoughts on the importance of our mission.

·    Our commitment to consumer centricity is evident in the talent we have assembled in the short time since Bob Sauerberg became President.  We have named Joe Simon as our new Chief Technology Officer – combining all of our technology capabilities under his leadership.  We appointed Monica Ray, EVP, Consumer Marketing, to spearhead our consumer-driven strategies in both print and digital, and tapped Julie Michalowski, SVP, Consumer Business Development, to lead our efforts in licensing and the expansion of product offerings.  As technology continues to facilitate greater connectivity with our consumers, Sarah Chubb and Debi Chirichella will be instrumental to this effort as we work to ensure that our digital capabilities are seamlessly integrated into all that we do.  Sarah Chubb, President of Condé Nast Digital, will be responsible for developing and implementing the corporate digital growth strategy.  She will continue to oversee content and operations for our emerging digital businesses, such as,, Epicurious, Concierge, Ars Technica, Reddit, Gourmet Live, and expand our portfolio via the acquisition or start-up of other digital businesses.  Debi Chirichella, COO, Condé Nast Digital, assumes the lead for all digital finance and operations – handling P&L management for websites and digital products.  This includes financial planning, investment approval to maximize ROI, and metrics-based tracking and measurement.  (Debi also continues in her role as COO, Fairchild Fashion Group.)

·    To optimize brand revenue growth, we will shift responsibility for single-site, digital sales and marketing to the brand level.  Publishers can now fully leverage their offerings across all platforms.  Next month, we will begin newly established brand management meetings where the publishers and editors jointly discuss the growth strategies for their brands.

·    The Condé Nast Media Group, under the direction of Lou Cona, our Chief Marketing Officer, will become an integrated, multi-platform, multi-brand sales and marketing powerhouse.  Our clients expect us to lead the way with a seamless, go-to-market strategy and we are fulfilling that promise.  Drew Schutte is being named EVP, Chief Integration Officer of CNMG.  In this newly created role, Drew will serve as the primary liaison between the CN brand publishers and the CNMG.  He will oversee all pricing, planning and creative marketing in support of the integration of our print and digital, single-site brands.  Josh Stinchcomb has been appointed VP, Digital Sales of CNMG.  As we integrate digital sales, Josh will work in tandem with Tom Hartman to transform the group.

These changes are certain to stimulate higher levels of growth and encourage innovation in all that we do – but perhaps most importantly, they will ensure the brightest future for Condé Nast.

I look forward to working with all of you to realize our greatest potential.

My Take: That’s the way to go today. Trial and errors, experimentations and ego management time is over! The market (users AND advertisers) are ready (and not only in the US)  to move from a media segmentation to brand-based lines of business. Think transmedia, across the board experience, engagement enablers, halo effect of your brand on advertisers products…

Partnerships and acquisitions of succesfull pure players are also good. For both the business bottom line, but also for the corporate culture. Making it switch from a mono-media focus to a transmedia vision.


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