One Not Everyone How to use Social Media to Personalise Consumer Experiences

A cross-industry collaboration between Supported by One Not Everyone | 2 Contents

About this guide 4 About the authors 6

Foreword 7

Executive summary 9

I. Personalisation 1. Building relationships through relevance 14 1.1 Future consumer engagement models 15 1.2 Personalisation: the business case 21

2. What does good look like? 27 2.1 Personalised vs. Too personal 32 2.2 Navigating data privacy concerns 36 2.3 Algorithms vs. Editorial curation 41 2.4 Brand led vs. Consumer enabled 47

II. Using social media for personalisation 3. Re-evaluating the role of social media 52 3.1 Redefining social media 53 3.2 The social organisation: breaking out of the silos 55 3.3 Social media and the future of brand-consumer engagement 56

4. Social data 57 4.1 What is social data and how does it differ from other data? 58 4.2 Opportunities and challenges of social media data 62 4.3 Social media data availability and access 68 One Not Everyone | 3 Contents

5. Approaches (I): personalised marketing 71 5.1 Rethinking segmentation and targeting (interests, attitudes and emotions) 73 5.2 Micro-influence and network marketing (relationships) 79 5.3 Moment marketing (behaviour and intent) 88

6. Approaches (II): personalised experiences 97 6.1 Social CRM 99 6.2 Integrated customer experience 101

7. Approaches (III): customisation, co-creation and community 116 7.1 Customisation and co-creation 118 7.2 User-generated content 120 7.3 Data-driven creatives 122 7.4 Community and social recommendation 124

III. What next? 8. Looking ahead: the hype cycle, IoT and AI 134 8.1 The hype cycle: it’s still early days 135 8.2 The Internet of Things 137 8.3 Artificial Intelligence 139

9. Future challenges 142 9.1 How can we balance relevance and reach? 144 9.2 What does brand experience mean in the age of personalisation? 147 9.3 Data savvy, not data driven: what are the limitations of data and analytics? 148 9.4 Whose data is it anyway? 150 9.5 What is the future role for agencies? 152

Contributors and references 154 One Not Everyone | 4

About this guide

Background relevant and valuable experiences. The increasing availability of digital The rich dataset associated with technologies and data is changing social media presents an opportunity the ways in which consumers to meet that challenge – to deliver and brands interact. The ability to these experiences within social media engage consumers by creating more marketing through hyper-targeted personalised brand experiences which communication and beyond social drive relevance and value for the platforms to fuel experiences for consumer is moving with that shift: consumers on whatever channels from the nice-to-have to the expected. or devices they are using. However, the volume of real-time data, its Social media plays a key role in driving structure, ownership and associated and enabling this shift. Brands are able privacy concerns make this a complex to build more direct and personalised landscape for brands to navigate, and relationships with consumers, reaching this has held back experimentation and them on the go and in familiar, social the shared learning of best practices. spaces where they choose to spend more and more of their online time. In building these relationships, brands are challenged to earn the right to be present by delivering appropriate,

Brands are able to build more direct and personalised relationships with consumers, reaching them on the go and in familiar, social spaces... One Not Everyone | 5

Objectives and Scope This guide seeks to help brands, agencies and the wider communications industry by: a) Identifying emerging best practice c) Anticipating future issues principles for using social media surrounding the use of social and social media data to create media and social media data more personalised consumer for personalisation experiences b) Highlighting case studies of how organisations have used social media to develop more personalised customer experiences that add value for both consumers and brands

Featured Case Studies Case studies involving the brands listed here feature in this guide. These examples demonstrate how social has been used for personalisation by brands in different contexts and to achieve a range of goals.

These cases cite evidence of success of varying degrees of rigour and a consistent body of best practice social personalisation cases is still developing in this fast-moving field. One Not Everyone | 6

About the authors

Celina Burnett Marketing Analytics Colin Strong Lead, ASOS Head of Behavioural Science, Ipsos

Celina Burnett’s career combines Colin Strong works with a wide range consulting and client side experience of brands and public sector organisations focused on digital marketing and to combine market research with analytics. Before joining ASOS to behavioural science, creating new and establish their marketing analytics innovative solutions to long standing practice, Celina was a partner at WPP strategy and policy challenges. His marketing foresight consultancy, Gain career has been spent largely in market Theory, and led client engagements research, with much of it at GfK where at Deloitte Digital and NM Incite, he was MD of the UK Technology the Nielsen-McKinsey joint venture division. As such, he focuses on how specialising in social media research. technology disrupts markets, creating Her experience includes setting up new challenges and opportunities, and and managing the central social media on how customer data can be used to hub for the London 2012 Olympic develop new techniques for consumer and Paralympic Games‎, establishing insights. Colin is author of ‘Humanizing personalised marketing and audience Big Data’ which sets out a new agenda experiences for the BBC as part of the for the way in which more value can be myBBC‎ personalisation programme, leveraged from the rapidly emerging data and using social media data and economy. Colin is a regular speaker and advanced modelling techniques to writer on the philosophy and practice forecast and optimise the performance of consumer insight. of new film releases for Sony Pictures. A member of the IPA’s Social Media Steering Group, Celina is passionate about driving innovation and best practice in all aspects of social media. One Not Everyone | 7 Foreword

My investment in social keeps increasing, but I am not always certain of its true business value

This familiar cry from many brands was the catalyst for the creation over three years ago of #IPASocialWorks to help the industry bridge this gap.

Stephen Maher, CEO, MBA. Chair of #IPASocialWorks. Chairman of The Marketing Society.

Since its inception, #IPASocialWorks has been developing and accelerating best practice in the effectiveness and delivery of the business value of social #IPASocialWorks is the world’s media. We do this in two ways. First, first cross-industry collaboration we have built up what is now a rich of its kind across brands, agencies, bank of peer reviewed case studies from insight specialists and social platforms across the world, including examples developing a more ROI-driven robust from O2, TfL, IKEA, Coca-Cola, the US approach to social. #IPASocialWorks Navy and many more, to rival 30 years brings together the Institute of of peer-reviewed IPA Effectiveness Practitioners in Advertising (IPA), Awards and Marketing Society Awards The Marketing Society, and the for Excellence and where we can see a Market Research Society (MRS), direct causal relationship between social and is supported by Facebook and – whether paid, earned or owned – and Twitter. As Paddy Barwise, Emeritus a business return. Second, we do this Professor of Marketing and Management through bespoke training programmes at The London Business School and our and importantly three comprehensive academic adviser on the project, says: ‘How to’ guides across specific areas “I’m not aware of anything elsewhere of focus – Evaluation, Insight and now that matches its scale and quality.” Personalisation. One Not Everyone | 8

This Guide is the third in our series, Special thanks to our inspired and following our very successful guides, inspiring authors Celina Burnett and ‘Measuring Not Counting: How to Colin Strong, to all the case study evaluate social media for marketing contributors (listed on page 155), communications’ and ‘Integrated to the wonderful Fran Cassidy, our Not Isolated: How to improve project director, and to all our brilliant customer insight by embracing social colleagues from the #IPASocialWorks media data’. This Guide focuses Group (listed on page 155) for their on the Personalisation strand of valuable, constant and insightful input #IPASocialWorks and explores how into the #IPASocialWorks mission. to best use social media to create relevant consumer experiences. We hope you find this Guide useful We demonstrate how social’s rich as we continue our #IPASocialWorks dataset and intimacy can deliver journey towards understanding the strong business outcomes in our rapidly true business value of social media to evolving new world of personalised, brands – value that many of us intuitively predictive and tech-enabled believe in, but where we crave more relationships. We do this through deep robust evidence and where we need to diving into a breadth of approaches from keep learning together as social morphs case studies involving brands such as excitedly every day. As Group member adidas, the BBC, Amnesty International and behavioural change strategist Mark and many more, to the trends such as Earls says: “This is no one-off, wham- the Internet of Things that will shape bam-thank-you-ma’am study but a the future of this burgeoning area of more practical body of learning which personalised marketing. In short, we moves and evolves as the environment explore and identify how to reap the does – and one thing we all know is that business rewards from social that is the landscape is not going to simply focussed on ‘One Not Everyone’. shift from how it was to some simple alternative state.”

Stephen Maher CEO, MBA Chair of #IPASocialWorks Chairman of The Marketing Society One Not Everyone | 9

Executive summary

1. Personalisation is generating new 2. Brands must strike a new balance ways for brands to create business between relevance and reach and customer value Many brands creating personalised The rise in digital and social media experiences report benefits such as and the greater availability of data increased engagement and conversion are creating new opportunities for rates. In seeking to create value through brands to develop more relevant personalisation, brands should not and valuable experiences through overlook the longer-term business personalisation, from targeted marketing effects of delivering reach, fame and communications to personalised product other goals that can be achieved cost- and service delivery. effectively through mass marketing.

Although personalisation is still in its To strike an effective balance between early days for many organisations, prioritising strategies that will deliver technology triggers such as the Internet relevance and those that will deliver of Things and Artificial Intelligence will reach, brands need to be clear about continue to drive new opportunities the specific roles and benefits of each, for engagement and scalability and and continue to evaluate their mix of encourage further experimentation. approaches over time in order to meet Organisations that do not have a their business objectives. coherent strategy about when and how to introduce increased personalisation will face increasing competitive risks. One Not Everyone | 10

3. Identifying what ‘good’ looks 4. Social media can facilitate like for your customers and personalisation by brands brand is key Social media enables brands to The potential role and value of create more direct relationships personalisation can vary by category, with consumers. Its rich dataset can brand, target audience, and even provide insight into consumer interests, individual consumers. To develop a relationships and behaviours, enabling successful personalisation strategy, brands to create more relevant and practitioners will need to define what effective experiences than would good personalisation looks like for otherwise be possible. Social media their own customers and organisations. platforms are helping brands to leverage They will need to find a sweet spot this data and their network reach to between acknowledging customers’ deliver more targeted communications preferences in sufficient detail to at scale within their platforms. Brands create relevance without becoming are also looking to experiment with using overly personal or creepy, balancing this data to deliver more integrated the role of personalisation by automated and consistent experiences across algorithms with that of editorial curation, touchpoints, although these cases and that of brand-led personalisation are at much earlier stages of maturity. versus enabling consumers to tailor their own experiences. Social media is also having a profound effect on personalisation through the Such a strategy should be built on increasing importance of community a foundation of ‘test and learn’ and and the shift towards consumer evidence-based decision-making. empowerment. Brands are increasingly This will enable the business to using activations rooted in social deliver incremental value through behaviour, enabling consumers to co- personalisation and to add to the create, tailor and share content with their organisation’s existing knowledge peers. Social media is supporting the base of what works in building move beyond a one-way conversation to successful brands. one where users are personalising their relationship with brands themselves. One Not Everyone | 11

5. Social can enable integrated In addition, there will always be tensions personalisation if it is empowered between the potential value created for across organisations consumers and brands by collecting and acting on personal data, and the In many organisations, social media possible damage from real or perceived already plays an important role in threats to individuals’ privacy by delivering customer experiences, as gathering this data. In the fast-moving a communications channel and as a world of social media, ownership and source of insight. However, social media permitted use of data are often unclear activity and insight often operate in and subject to platforms’ changing silos. It is important for social media policies. New models to enable capabilities to be integrated across consumers to curate and monetise organisations to support development their own data are emerging all the of consistent personalised experiences time, which could provide an indication for consumers and brands. of future data ownership models.

Brands need to be clear-eyed about 6. Be data savvy, not data driven any issues that could hamper their strategic and consistent use of social Data is fast becoming a strategic data in future. It is vital that practitioners asset that can underpin how a brand acknowledge the limitations of data, understands and engages with its as well as its uses, to ensure they customers. But the insights that can are harnessing data to the needs of be drawn from data rely on the organisations rather than being driven availability, accuracy and completeness by it. of the datasets, as well as the way in which the data has been treated and analysed. This data and the infrastructure to manage and analyse it come at a cost. One Not Everyone | 12

7. Brand experience will evolve 8. The role of agencies must in the era of personalisation evolve to help clients realise the potential of data and Traditionally, a consistent and personalisation shared perception of a brand has been communicated to consumers As creativity evolves to become more by broadcasting carefully crafted data and technology-centric, agencies messaging and imagery. Today, peer- must embrace new capabilities and to-peer networks have empowered skills to stay relevant to clients. consumers and the brand experience Some agencies have begun to recruit is fragmented across a growing range dedicated data and analytics teams and of touchpoints each offering varying others are looking to build a network of degrees of personalisation. relationships with partners, including tech start-ups. In such a context, the role of brand and the way in which it is managed become In the longer term, agencies will more important. We are moving from need to become trusted advisers to an age of marketing a carefully crafted clients to remain relevant and avoid external image to one where we must disintermediation by new suppliers. deliver a consistent and authentic brand It will be vital for agencies to ensure experience. A brand’s values and what it they have broad and deep partnerships stands for need to be central to delivery across client organisations in order of every aspect of the customer journey to understand the market’s changing and experience, enabling the brand requirements and to ensure that agency owner to continue to reap the benefits propositions and capabilities are fit that consistent branding provides. for purpose.

Brands seeking to manage high volumes of real-time data will increasingly take some capabilities in-house. While there remains a clear need for agencies’ As creativity evolves to existing functions, some agencies become more data and should prepare for the additional role technology-centric, agencies of advising clients on setting up such in-house capabilities. must embrace new capabilities and skills to stay relevant to clients. 1. Building relationships through relevance | 13

I. Personalisation

1. Building relationships through relevance

1.1 Future consumer engagement models 1.2 Personalisation: the business case

2. What does good look like?

2.1 Personalised vs. Too personal 2.2 Navigating data privacy concerns 2.3 Algorithms vs. Editorial curation 2.4 Brand led vs. Consumer enabled 1. Building relationships through relevance | 14

1. Building relationships through relevance

1.1 Future consumer engagement models

1.2 Personalisation: the business case 1.1 1. Building relationships through relevance | 15

Future consumer engagement models

The consumer context

1. Today’s consumer is connected 2. Today’s consumer is empowered The rise of digital media and devices Connectivity gives consumers more means that consumers are now opportunities to research and compare connected to an unprecedented products online before purchasing. They degree. For marketers, this means more have greater access to information and opportunities to reach consumers with opinions from websites and peer-to-peer the right message at the right time and, networks. Social media in particular has correspondingly, more challenges to cut given consumers a voice and at scale, through the clutter of media messages. enabling product reviews and online word of mouth to spread further and Research by Media Dynamics found that faster than ever. the average American is exposed to 362 ads per day across traditional and online Brands that are able to meet or exceed media, but that only 153 of these attract customer expectations will benefit from the person’s attention for a few seconds the peer-to-peer effects of advocacy or more1. The uptake in wearables and and recommendation. Recognising other connected devices is likely to this shift in power towards consumers, accentuate the challenge of clutter. many brands are increasingly seeking out opportunities to enlist consumers and influencers to support customer acquisition and retention.

Social media in particular has given consumers a voice and at scale, enabling product reviews and online word of mouth to spread further and faster than ever. 1. Building relationships through relevance | 16

3. Today’s consumer expects more The failure of advertisers to address Consumers expect faster service, the challenge of creating relevant more personal experiences, and a experiences for consumers has helped clear value exchange from brands to drive the widespread adoption of ad for their time and attention. blocking software, now used by one in five British adults, according to the UK A Yahoo! study showed that 78% of US Internet Advertising Bureau (IAB)3. The consumers expressed a desire for more issue of irrelevant communications will personalised content, citing it as more become more acute as the growth in engaging, educational, time-saving and connected devices results in consumers memorable than generic content2. The being exposed to more messages same study reported that only 37% of across more touchpoints. consumers found the online ads they were exposed to on their desktops relevant to them. This figure decreased to 30% for ads served on smartphones.

A Yahoo! study showed that 78% of US consumers expressed a desire for more personalised content. 1. Building relationships through relevance | 17

What does this mean in future it will need to become integral for brand-consumer to the customer experience and relationships? be delivered consistently across all consumer-facing points. Technology Brands will seek new ways to advances, such as Artificial Intelligence balance reach and relevance and machine learning, could enable Brands will seek to cut through the organisations to personalise offerings clutter and build stronger and more effectively on a scale not currently relevant relationships with consumers achievable. through the increasing range of devices, media and data available Consumers will be enabled to them. Organisations will continue to take the lead to debate the most effective way to Increased access to information, balance their resources and priorities technology and peer networks between personalising interactions has changed the roles available to and building reach and fame using consumers. Consumers can now broadcast approaches. But there is become storytellers and creators, no doubt that a shift is taking place and are seeking support from brands and that personalisation, which to become the best versions of is already a high priority for many themselves. While the brand can and brands, is set to become more will still take the leading role in some important across the marketing relationships, in many cases, brands and communications industries. will in future play the role of enablers with consumers taking centre stage. Focus will shift from brand In the context of the move towards communications to delivering an personalisation, this raises questions end-to-end customer experience over the future role of customisation, Consumers experience brands across co-creation and consumer-enabled an increasing range of touchpoints. relevance. Whilst today personalisation is often delivered sporadically and in silos, 1. Building relationships through relevance | 18

Four future models of engagement

In its study The Future of Marketing and Agencies: The Next 10 Years for Consumer Engagement, the research group, Future Foundation, describes four potential engagement models for winning consumer favour over the next ten years4. The study argues that one of the consistent factors across all four models will be using personalisation to create greater relevance.

Brand models for the future of consumer engagement:

Brand focuses on emotional engagement

ME AND BRAND ME-Q THE BRAND NEXT DOOR

Brand is enabler Consumer is or provider enabler or provider

BEST BUY BRANDS iCONTROL

Brand focuses on functional engagement

Source: ‘The Future of Marketing and Agencies, The Next 10 Years for Consumer Engagement’, Future Foundation. 1. Building relationships through relevance | 19

The Brand Me-Q model The Me and the Brand Consumers want a personal relationship Next Door model with brands, moving beyond a purely Consumers lead very public and functional and superficial personalised perfectly curated lives on social experience to a place where they are media. There is a pressure and a recognised as individuals and able need for validation. For around half to talk with brands on a one-to-one of consumers, there is also a feeling level. As consumers experience more that they are not reaching their full personalisation, their expectations rise potential. In this scenario, self-sufficient and they expect services tailored to consumers see their relationship with their individual needs. In this model, brands as friendships. Brands take a brands become genuine partners for back seat, but provide consumers with consumers. Deep emotional engagement platforms and opportunities to achieve and lifestyle management are delivered and fulfil individual potential. Emotional via advice and entertainment, unlocking engagement with brands can be high, creativity and delivering surprise if less overt than with the Brand and delight. Me-Q model.

As consumers experience more personalisation, their expectations rise and they expect services tailored to their individual needs. 1. Building relationships through relevance | 20

The iControl model Consumers want to feel in control at all costs. They want to own their own futures and they want brands to help predict solutions to problems they don’t even know they have yet, giving them the control to make themselves their best possible selves. This scenario anticipates a future world of tech-empowered, self-sufficient consumers who create tools, services and even products independent of branded influence.

The Best Buy Brands model Consumers want to have everything The four engagement models proposed in just one click. They want brands by Future Foundation highlight the role to help them derive real value, optimise of data and technology in defining and their lives and collaborate with other enabling future relationships between organisations, even competitor brands and consumers. This includes organisations, in order to deliver the use of relevance for building both this. In this scenario, brands play functional and emotional relationships, a wholly functional role and consumers and the trend towards community rely on them to deliver best-in-class and consumer-led relationships. products and services. Innovation and performance are prioritised by brands and emotional marketing takes a back seat. 1.2 1. Building relationships through relevance | 21

Personalisation: the business case

Personalisation is not a new concept. Defining personalisation Targeting has long formed a core part of Personalisation describes the use of marketing strategies, with the majority data to deliver the right experience of marketers delivering segmented email to the right person at the right time. campaigns to their customer base in Used effectively, it will drive relevance, order to drive greater engagement and convenience and value for the consumer uplift in conversions. However, trends and deliver positive business outcomes. in technology and consumer behaviour indicate that personalisation will become The term denotes a range of strategies a high priority for many brands. for delivering relevance which can either be on a unique, one-to-one basis or to defined groups or segments. Many case studies today are at a group, or micro- segment, level.

...trends in technology and consumer behaviour indicate that personalisation will become a high priority for many brands. 1. Building relationships through relevance | 22

The benefits of personalisation For instance, in a Retail Week survey, By introducing elements of 18% of respondents cited increased personalisation, organisations conversion loyalty and 11% listed report benefits such as: revenue growth as the main benefits they had experienced from adopting • Increased sales and conversion rates personalisation5. In a wide-ranging • Increased order frequency and study, McKinsey & Co. reported seeing average order value personalisation reduce acquisition costs • Increased engagement by up to 50%, lift revenues by 5 to 15% • Reduced churn/increased retention and increase the efficiency of marketing and loyalty spend by 10 to 30%6.

These findings are echoed by case studies featured in this report.

Examples

O2

O2 uses Facebook to reach customers at different journey stages (early upgraders, upgraders, out of contract etc.) with the right creative in order to drive repeat sign-ups. This targeted approach resulted in an average 49% decrease in the Cost Per Order across all three user segments, compared to untargeted approaches.

See case study, p107

EE

To promote its superfast 4G network, EE created variants of a video ad to target audiences on Facebook with different passions. For example, football fans on Facebook were shown a football-related ad. Results showed that targeted creatives were twice as likely to be viewed compared to non-targeted creatives, and that they delivered twice the uplift in traffic to the EE site to find out more about the 4G network.

See case study, p76 1. Building relationships through relevance | 23

How personalisation works

Short and long-term effects Research suggests that personalisation There are clear reasons why can also have a positive longer-term personalisation could generate positive branding impact in contributing to more business effects in the short term. valuable and frictionless consumer Brands are delivering offers, messages experiences and aiding effective recall. and experiences that will resonate Indeed, relevant online experiences with the individual at the right time are now expected by consumers and and through the right channel, thereby irrelevant experiences can create a increasing the likelihood of consumers negative impression. performing the desired action, such as clicking through to purchase.

Yahoo! A Yahoo! study showed that US consumers preferred personalised messages as they were more relevant and offered value and convenience. These ads were also proven to be more memorable and more effective in terms of recall, indicating potential for longer-term brand effects.

Compared to general ads, personal ads are more:

54% 52% 49% 45% 42%

Enagaging Teach me Save me Memorable Relevant to me something new time

Source: ‘The Balancing Act: Getting Personalisation Right’, Yahoo!

The study showed that for consumers a) Know me: Target what I like and who success in delivering personalised I am as an individual ads encompassed getting three b) Speak my language: Make ads elements right: resonate, sound like a trusted brand c) Value my time: Give me better ads with more useful information 1. Building relationships through relevance | 24

The self-perception effect Crucially, the targeted ad was only able Evidence suggests that delivering to affect the consumer’s self-perception greater levels of personalisation can if the link between the ad and the drive incremental returns, and in addition individual’s behaviour was deemed that merely the perception or awareness plausible. The self-perception effects by a consumer that a message has were not observed when no link could been personalised can increase its be made by the consumer between their effectiveness. previous behaviour and the ad they were exposed to. A study entitled, ‘An Audience of One: Behaviorally Targeted Ads as Implied The results of the study speak not only Social Labels’, describes how when to the potential business impact of consumers are served ads known to personalisation, but also underline why be based on their recent individual it is important to be clear to consumers behaviour they are more likely to want to when they are being served experiences purchase the advertised offer, compared based on their stated preferences and to when they are exposed to ads served recommendations (which they can by demographic segments (such as age review and adjust), as well as about how or gender) or untargeted ads7. their data is being used.

For example, where two groups were For example, both Amazon and Netflix served an ad for a high-end wristwatch serve recommendations based on brand, those that believed the ad was ‘because you bought’ or ‘because you targeted based on their individual watched’, helping audiences understand behaviour later evaluated themselves why they are being served content as more sophisticated, compared and also giving them opportunities to those who thought the same ad to change their preferences and the was not targeted at them. The shift recommendations they see. in how consumers saw themselves increased their interest in the sophisticated product.

Evidence suggests that merely the perception or awareness that a message has been personalised can increase its effectiveness. 1. Building relationships through relevance | 25

Building functional vs. emotional relationships

Personalisation can be used to deliver • Brand Me-Q focuses on customer on different objectives (short-term vs. experience and maximising every long-term effects) and to build different interaction to build brand trust and types of relationships with consumers. advocacy. Examples include Nike It can be used to nurture functional and British Airways. Personalisation and transactional relationships by enables these brands to engage with providing seamless experiences that consumers as individuals, developing meet consumer needs and to foster a loyal and valued relationship. more emotional links by engaging consumers at a more one-to-one level, Many brands currently aspire to generating a closer and longer-term emotional models such as Brand Me-Q. bond of trust and loyalty. Research by Jill Avery, Susan Fournier and John Wittenbraker suggests that The scenarios proposed in Future there are as many as 29 different types Foundation’s study show two opposing of relationships across the spectrum brand-led engagement models which of functional to emotional, from One- will increasingly be fuelled by relevance: Night Stand to Best Friend8. Brands can successfully operate across the • Best Buy Brands put products spectrum of relationships, but not all and services first, with engagement models will fit each vertical or brand. based on convenience and rational Brands will be able to improve their decision-making. Examples bottom line by understanding which, include Alibaba, Amazon and of the broad range of relational types, mySupermarket. Personalisation their customers are looking for. here is about delivering the most relevant, valuable and convenient customer experience enabling ease of use and transaction. 1. Building relationships through relevance | 26

The first step is to recognise that people have different kinds of relationships with brands and tailor engagement models in order to manage customer relationships most effectively.

There is an acknowledgement that market share accrues to a more in-depth relationship (such as ‘best friends’ or ‘marriage partners’). These committed relationships drive long-term growth, but can be price sensitive. Intense but fleeting brand-consumer relationships (such as ‘flings’) are more able to support charging a premium, but Brand will need to align to the have a lower correlation with market appropriate model, with expectations share growth. and rules of engagement varying by relationship type. For example, a customer looking for a simple one-off exchange might have different expectations of a brand’s service levels compared to a loyal customer, and the one-off customer might be deterred if the brand’s communications attempt to be too friendly. The first step is to recognise that people have different kinds of relationships with brands and tailor engagement models in order to manage customer relationships most effectively. 2. What does good look like? | 27

2. What does good look like?

2.1 Personalised vs. Too personal

2.2 Navigating data privacy concerns

2.3 Algorithms vs. Editorial curation

2.4 Brand led vs. Consumer enabled 2. What does good look like? | 28

The operational complexities around Personalised vs. Too personal delivering personalisation are often Understanding how to create value discussed, in particular the difficulties through personalisation, without taking associated with data management and it too far into the realms of the ‘creepy’. infrastructure. However, articulating See sections 2.1 and 2.2 a vision for personalisation can be just as challenging. Algorithms vs. Editorial curation Ensuring algorithms do not overly Personalisation is still early days for determine what consumers see many organisations and focused on or brands can express. targeted marketing communications See section 2.3 rather than delivering an integrated customer experience. Inspirational Brand-led vs. Consumer-enabled case studies are few and far between Judging when brands should lead (see Spotify case study, p29) and there is and when they should empower no single best practice for industry consumers to lead. to follow. What good looks like can See section 2.4 differ by vertical, by brand, by market, and even by individual consumer. Relevance vs. Reach Brand owners need to consider what Weighing up the right balance they are aiming for both in terms of the of relevance and reach for your customer experience and the objectives business objectives. of the organisation, and strike a balance See section 9.1 across the following areas:

What good looks like can differ by vertical, by brand, by market and even by individual consumer. 2. What does good look like? | 29

Case study | Spotify

A series of Spotify examples demonstrates how the organisation has used personalisation from marketing communications through to product and service delivery9

Marketing To promote its service in Canada, Spotify used listening data and local insight to create a hyper-targeted and relevant campaign for local audiences. Over 25 custom playlists were created for local neighbourhoods and landmarks across Canada based on the most streamed songs in those areas. Tailored OOH placements advertised playlists using insights about local moments when streaming provided a soundtrack to day-to-day life in those locales.

Within days of the launch, Spotify moved from third place to the number one music service in the App Store. The campaign playlists received over 2.1 million plays, with the most popular playlist receiving 193,000 plays in a single day. Overall, streaming on Spotify increased by 71%, making it the biggest music streaming service in Canada in three months.

Content discovery Every Monday Spotify delivers ‘Discover Weekly’, a personalised and unique playlist to over 80 million users. The playlists comprise 30 songs that the user has never listened to before, but that data suggests they will love. 2. What does good look like? | 30

Case study | Spotify

The recommendations engine uses two sources of data to deliver the compilation:

1 2

Information from the billions of playlists A user’s individual taste profile, which created by all Spotify users, which can analyses the songs they have listened to be used to identify which songs are or saved, to understand preferences in often grouped together and are listened artist and micro-genres. to by users with similar tastes. For example, if a song you have not listened In the first six months, Discover to often appears in playlists alongside Weekly was used by over 30 million your favourite tracks it is more likely to listeners, driving positive reviews and be recommended to you. word of mouth for the accuracy of the recommendations and for helping customers to beat the Monday blues. How it works

Spotify You listen and develops your save songs ‘taste profile’ Spotify finds songs that fit your profile, but that Discover you haven’t Weekly listened to Spotify users Spotify identifies create billions similar songs of playlists that appear on those playlists 2. What does good look like? | 31

Case study | Spotify

New product delivery Research shows that music enhances music preferences and running pace. athletic performance by reducing a By matching the beat of the music runner’s perception of exertion and to the beat of the runner’s steps, fatigue and by increasing happiness the feature aims to help runners and excitement. Spotify launched a push themselves to run further new feature, Spotify Running, which and train harder. personalises a user’s music selection based on listening history,

By matching the beat of the music to the beat of the runner’s steps, the feature aims to help runners push themselves to run further and train harder. 2.1 2. What does good look like? | 32

Personalised vs. Too personal

Consumers are often exposed to poorly game campaign (see case study, p131) executed personalisation which can – have intentionally drawn attention to stray into the realms of the creepy. the ability of organisations to build an Typically, these experiences involve ominously detailed profile of individuals retargeting ads that appear to follow based on their publicly available data. consumers around the web (long (The ‘Watch Dogs’ campaign is premised after they have bought the products on the idea that an assassin could build featured), or recommendation engines a profile of an individual, simply based making suggestions obviously based on publicly available web data.) on personal data that people had not appreciated the organisation held on To develop a coherent approach in them, or would use in this manner. this sensitive area, organisations will need to address strategic questions These everyday experiences and about personalisation. the availability of new and personal datasets, such as social media data, have sparked debates around personalisation and the complexity and brand risks that are associated with it. Indeed, some campaigns – such as the launch of the ‘Watch Dogs’ hacker video 2. What does good look like? | 33

The tipping point

Research suggests that personalisation However, there then appears to be delivers incremental returns but a threshold after which there is too there is a tipping point beyond much personalisation for consumers’ which experiences can become so comfort. The experience can become highly personalised that consumers creepy and brand attachment rapidly reject them. declines. This ‘uncanny valley’ effect was noted by Oliver Feldwick in his One study by GfK provides evidence award-winning paper, The Uncanny that initially consumers enjoy Valley: The impact of increased the personalisation of marketing personalisation on brand attachment11. communications, with steadily improving brand attachment as personalisation increases10.

The Uncanny Valley: The impact of increased personalisation on brand attachment Brand attachment

A B C D E F G

Level of personalisation

Source: GfK 2. What does good look like? | 34

The tipping point for different brands Research shows that in categories where may well depend on a variety of factors. consumers require a certain breadth Hyper-personalisation may be more and depth of information to inform appropriate in some categories than their decisions (e.g. news, automotive, others. What is considered fitting for finance) and where they often rely on Google may not be right for a consumer expert advice, editorial curation by the goods brand, for instance. brand becomes more important and needs to be given greater prominence. The tipping point is likely to vary according to the utility and consumer Within verticals, different brands will value derived from the personalised also need to be conscious of different experience, and the sensitivity and value thresholds according to the type of the consumer attaches to their data. relationship they hold with customers. Consumers may have different Entertainment and streaming services expectations of brands, depending such as Amazon and Netflix are often on whether they have an emotional held up as exemplars of personalisation. or functional relationship with the These markets are characterised by brand in question. There are also a wealth of choices, high frequency/ very clear differences in receptiveness low value purchases, and a consumer to personalisation across different selection process which is made population segments – partly, but according to highly individualised not wholly, based on demographics preferences. These verticals will likely such as age, gender and lifestyle. see immediate incremental gains from Even within the same demographic low levels of personalisation and will segment, receptiveness may vary continue to benefit from higher levels considerably between individuals, of personalisation than will likely be presenting additional challenges the case in other verticals, such as and risks for the brand. automotive and finance, for example. 2. What does good look like? | 35

Marketers need to start asking where Clearly, cost and return on investment the tipping point might be for their to the business will also be an important brand, because the brand’s marketing factor shaping decisions over the ‘right’ activity may well be doing the opposite level of personalisation. Even if a brand of what is intended and having believes there is clear customer demand detrimental effects. for it to offer increased personalisation, the associated investment in data They will need to develop a ‘test and and content creation may mean that learn’ approach to understand how maintaining the incremental level of best to personalise their propositions personalisation cannot be justified. and create value for consumers without tipping over into fostering unease about why and how such data is being collated and used. By focusing on consumer demand rather than the supply of data, brands may find that the most effective option is personalising to groups of individuals rather than on a unique, one-to-one basis.

By focusing on consumer demand rather than the supply of data, brands may find that the most effective option is personalising to groups of individuals rather than on a unique, one-to-one basis. 2.2 2. What does good look like? | 36

Navigating data privacy concerns

The complexities of consumer Other benefits may accrue which are attitudes towards data privacy not specific to the individual consumer such as: Consumers are increasingly sensitive about the way their data is used by • Public service benefits from the brands. The TRUSTe/NCSA Consumer aggregation of data. For example, Privacy Index recently reported greater the aggregation of web searches of anxiety among consumers about how many individuals could help detect personal information collected about disease outbreaks. Similarly, the them online was being used than fear aggregation of location data can be of losing their principal source of income.12 used to improve traffic conditions and reduce road congestion. These attitudes towards privacy are complex but it is clear that consumers • Enhanced consumer data may can both win and lose from sharing allow brands to better target their personal data. marketing investment, thereby increasing effectiveness or enabling On the positive side, consumers reduced spend and re-investment can enjoy: of the budget, for example in product, services or pricing. • Tailored experiences and services delivering relevance, convenience But there are potential ‘costs’ or and value for the consumer. negative consequences consumers can face from both privacy violations • Free content or services. For and disclosure of their data. instance, Facebook’s services are predicated on this business model. Ryan Calo, a legal academic at the University of Washington, distinguishes between subjective and objective harms that can arise from real or perceived violations of data privacy13. 2. What does good look like? | 37

Calo cites the work of economist • Even if consumers were able to Alessandro Acquisti14, a leading access complete information and authority on the psychology of privacy, had the cognitive power to process who describes subjective harms as it exhaustively, cognitive biases relating to “the anticipation of losing would typically lead to behaviours control of personal data [which] can that were systematically different include anxiety, embarrassment, or from those predicted by rational fear; the psychological discomfort choice theory (which argues that associated with feeling surveilled; the individuals will always make the embarrassment associated with public most rational and prudent decisions exposure of sensitive information; or the in their self-interest). chilling effects of fearing one’s personal life will be intruded upon.” Consumers are therefore often not in a position to gauge the consequences The objective harms related to privacy, of disclosing personal information. meanwhile, “can be immediate and In any case, a privacy issue can arise tangible, or indirect and intangible” and in so many different contexts that an range from damage caused by identity individual is unlikely to have completely theft to time spent dealing with annoying constant preferences for every context. telemarketing. For instance, is someone finding a naked picture of you online on a par According to Acquisti, there are three with them finding out what you last main ways15 in which consumers can purchased at the supermarket? suffer from data disclosure: Acquisti argues that there are so many • Consumers can make mistakes as different elements to calculating the they don’t fully understand what potential costs to the users from a might happen if they reveal too much privacy violation that predicting how about themselves, particularly if they will weigh up the value exchange they do not know how data is being involved in giving organisations collected or used. their personal data is a far from exact science. • The life cycle in which personal data operates is now so complex it is impossible for individuals to work out when best to disclose such data and when to keep it to themselves. 2. What does good look like? | 38

The implications for brands

It is clear that, above all, brands must There is a growing market for products avoid thinking simplistically about this that manage privacy or that set the topic. Privacy is an amorphous and bar higher in terms of the care being complex issue. taken over how information is collected. Equally, we are seeing cases where Two areas are critical for brands companies face significant commercial to consider: setbacks for not appearing to treat their customers’ privacy with due care. 1. Transparency and brand trust All too often brands take the view Research suggests that depending on that increasing the means by which the type of relationship consumers have consumers can exercise their privacy with a brand, their expectations and will be a threat to business. Arguably, level of trust can vary. there has been a history of institutions seeing how far they can go to capture data on consumers without necessarily making it clear that they are doing so or being transparent about the way in which that data will be used. However, we are starting to see some organisations making a virtue out of respecting consumer privacy.

There is a growing market for products that manage privacy or that set the bar higher in terms of the care being taken over how information is collected. 2. What does good look like? | 39

An experiment by the academics Susan albums had been restored. The ‘sincere’ Fournier, Jennifer Aaker and S Adam friendship brand, which had developed Brasel16 illustrated how consumers had strong bonds with its customers, different expectations of brands that suffered more in terms of customer they had transactional and fleeting perception than the ‘exciting’ fling relationships with compared to brands service which was able to grow stronger with which they perceived they had than before the incident. more lasting and intimate relationships. As with the ‘uncanny valley’ effect In the experiment, two online shown earlier (p33), the ‘right’ level of photographic service brands were personalisation and data collection will created, each with contrasting vary by brand and consumer according ‘personalities’ using colour, language to the type of relationship held. Brands and images. One was ‘sincere’ in brand may well discover that their data privacy personality, with classic and traditional policies will involve trade-offs between core values suggesting sustained short-term tangible gains and long-term friendships with consumers. The other intangible downsides as they identify was ‘exciting’, with a more modern, the level of personalisation appropriate irreverent feel encouraging more fleeting to them. relationships. A group of customers interacted with the service up to three times a week over a two-month period. They were then told that a staff member had accidentally erased their online photos. Two days later, they were sent apologies and informed that the online

Brands may well discover that their data privacy policies will involve trade-offs between short-term tangible gains and long-term intangible downsides... 2. What does good look like? | 40

Organisations need 2. The value exchange to consider the value Consumers are increasingly recognising exchange they currently the value of their personal information provide to consumers and are demanding a more open in return for the use conversation about what they will get of their data. in return for disclosure of this data.

For instance, audience members who provide Channel 4 with their social data gain access to the broadcaster’s programme archive, personalised reminders for favourite programmes and exclusive content. Similarly, it is commonplace for apps and other Organisations need to consider the providers to ask users to enable value exchange they currently provide to location services on their mobile consumers in return for the use of their phones in return for providing relevant data. This is not always straightforward map and search functionality. since, as shown elsewhere in this report, data ownership in social media can be These developments relate to the fragmented between platforms, third broader concept, developed by the parties and brands, consumers may academic and commentator Doc be unclear how or when they gave Searls17, of a future Intention Economy permission for use of their data, and in which markets will become more individuals’ views may change as time oriented around the needs of buyers, or contexts evolve. who are sufficiently empowered to be able to compel businesses to tailor Failure to articulate the value exchange offerings to their needs. in a transparent way may not impact the brand in the short term but could have long-term consequences for the health of the customer-brand relationship. Given the very personal nature of social media, consumers may have higher expectations about social data than they do for other data types, and the potential fallout from poor data policies might therefore be worse. 2.3 2. What does good look like? | 41

Algorithms vs. Editorial curation

The consumer impact: is In an interview with The Wall Street Google making us stupid? Journal in 201018, Google’s Eric Schmidt summarised how he saw the role of Using algorithms has become a core technology developing: part of delivering more relevant and personalised consumer experiences “It will be very hard for people to watch at scale. But it may not be without or consume something that has not in unintended consequences for some sense been tailored for them.” consumers and their behaviour. Eric Schmidt, Executive Chairman, Alphabet, (Google’s parent company). With more services being driven by algorithms, there is a risk that our In enabling technology to show us exposure to new ideas and content – what it thinks we want to see based one of the key benefits of the internet on our profiles and behaviour, some and connectivity – is diminishing. commentators believe we are allowing technology too much control over our access to information and content.

Others have questioned whether technology is also affecting our thought processes and behaviour. It will be very hard The writer Nicholas Carr famously for people to watch or raised these questions in his piece consume something that for The Atlantic magazine ‘Is Google has not in some sense making us stupid?’19 been tailored for them.

Eric Schmidt, Executive Chairman, Alphabet 2. What does good look like? | 42

Carr argued that technology is making Possible changes in our creative thought us more efficient and productive but process as a result of personalisation also risks reducing our capacity for have also been studied. An unpublished concentration and contemplation. In experiment (by this report’s co- his view, short-form content and the author, Colin Strong) found that constant distraction of headlines and individuals exposed to greater levels of hyperlinks encourage us to scan and personalisation exhibited less creativity move on rather than immerse ourselves in a classic test where they were asked in more in-depth material. to list multiple uses for a brick. This could be considered a reflection of the For Carr, instant connectivity and ease differences in how the brain is engaged of access to relevant information mean when exposed to personalised content. we no longer need to retain the same level of information. Algorithms are being used to promote efficiency and automation in how we find information and extract meaning from it. But while we are increasing our productivity of thinking we are taking less time to engage our brains without distraction and to synthesise information from text. 2. What does good look like? | 43

Striking a balance: ‘need to know’ The increasing use of social media as a vs. ‘want to know’ means of consumers keeping up with Consumption of algorithmically served breaking news has sparked debate on content online is rapidly growing, but this topic. The algorithms used to tailor in many cases this can, and should, be individuals’ content feeds may be acting complemented by editorially curated as filters limiting users’ ability to discover content. Consumers often require both ‘need to know’ content or breadth of information that they ‘need to know’ opinions. and information that they ‘want to know’ from brands, and this balance will vary In talking about the importance and by category. role of algorithms, Mark Zuckerberg is reported to have told colleagues: The aforementioned Yahoo! study (p16) found that consumers demand “A squirrel dying in your front yard may the greatest levels of personalisation be more relevant to your interests right from organisations that most closely now than people dying in Africa.” Mark align with their passions, such as Zuckerberg, Co-Founder and CEO, entertainment brands. In categories such Facebook20. as news, automotive and finance, where consumers require a certain breadth and By contrast, it could be argued that the depth of information to support their role of traditional media organisations decisions, editorial curation and expert is to expose the public to a wide range advice are more important. of subjects – not just the ones that people might ‘want to know’ but also the information and range of viewpoints that they ‘need to know’ to enable them to function in a democratic society. 2. What does good look like? | 44

In his TED Talk, ‘Beware online filter The challenge exists across categories bubbles’, Eli Pariser21 describes our shift where brands must consider that from a world where broadcasters acted people’s behaviour can often have as the main gatekeepers of information two sides which are equally important to one where algorithms determine to them. Using the media space as what many users do and do not see. an analogy, there is the content we Yet algorithms lack the broadcasters’ consume as our aspirational selves – civic responsibilities to present us with this could be educational, cultural or a view of the most important information current affairs content – and the content and a range of different opinions. we consume as our impulsive selves which relaxes, amuses, or serves as The BBC’s approach to personalisation a distraction. Algorithms that serve illustrates the tension and need to strike up high volumes of the latter content the appropriate balance. The corporation type can serve to limit our exposure, is continually adapting the personalised awareness and consumption of the experiences it delivers (see case study, former type of content. p111). But to ensure it fulfils its public service remit ‘to inform, educate and entertain’ audiences, the BBC needs to balance personalised elements with content that its editorial teams believe the public ‘needs to know’.

...algorithms lack the broadcasters’ civic responsibilities to present us with a view of the most important information and a range of different opinions. 2. What does good look like? | 45

Fear of missing out One way in which brands have long Consumers want to see what peers recognised this fear and behaviour have seen. There is a fear of missing out and used it to aid discovery is the use on the conversation, on the newest and of peer-to-peer curation within owned hottest trend and on the next big thing. properties. ‘Most Watched’ or ‘Most If our peers are benefiting from content Read’ tabs and ‘Most Popular’ product or an experience, then we are likely filters are used to showcase popular to want in too, or at minimum we want content or products amongst their to know the experience exists and customer base. In some cases, these enough about it to judge whether are further refined to what is popular or not we would also benefit from it. in a customer’s own network through This behaviour has been perpetuated the use of a social login. For instance, and reinforced by mobile connectivity logging in to certain music or film and social media use, which are creating streaming services via your Facebook an environment where we are connected details can be used to enable you to and have instant access to a wealth see what content peers in your of information, including the thoughts, Facebook network have consumed. discoveries and recommendations of our peers.

Algorithms can be considered to contribute to this fear of missing out by limiting consumer exposure to consistent content and experiences. My behaviour and profile might lead me to be served one experience and Although I value my peer another. Although I value the the relevance of my relevance of my experience, it is also experience, it is also natural that I want to know what my peer was shown in case I have missed natural that I want out on something. to know what my peer was shown in case I have missed out on something. 2. What does good look like? | 46

How balance supports brand strategy

From the brand’s perspective, and services available from the brand, providing a balance of algorithm- as well as its personality and what driven personalisation and editorial it stands for. Editorial curation can be curation can be instrumental in helping a key way for brands to demonstrate consumers understand the brand their authority and expertise in a offering and positioning. particular area, whether the category is finance or films. This report has already outlined the potential benefits of personalising Editorial curation can also influence content based on the user’s stated the meanings attached to the brand preferences or the ‘want to know’ amongst the wider market by helping category. However, by ensuring to create a shared common perception consumers are also exposed to the of its offering. Although this effect may ‘need to know’, brands can give appear ‘wasteful’ when compared to audiences a greater opportunity to a more targeted approach, it has been understand the full breadth of products argued that what appears to be wastage can in fact deliver longer-term brand effects (see section 9.1).

Editorial curation can be a key way for brands to demonstrate their authority and expertise in a particular area, whether the category is finance or films. 2.4 2. What does good look like? | 47

Brand led vs. Consumer enabled

Personalisation is often considered as a Explicit preferences and one-way, brand-led experience, whether transparency that be through algorithms or editorial curation. However, today’s consumer is The balance of algorithms and editorial increasingly in control. Unprecedented curation discussed in section 2.3 can access to information and peer networks be augmented by a level of consumer and the ability to engage in two-way transparency and explicit control over dialogues through social media have the experience. Research studies led to a change in brand-consumer suggest this is both demanded by relationship dynamics. Brands are consumers and can be a more effective increasingly enabling consumers to means to personalise their experiences. take an active role in shaping their The Yahoo! personalisation study found experiences. This can deliver more that consumers are on the whole aware effective experiences, but also has of personalisation and they believe it broader implications for the future of brings relevance and efficiency to the relevance and how it can be delivered. content experience. However, over 60% of respondents wanted to know how and why the personalised content was selected for them, with 29% wanting a little control over their personalised experience and 41% % asking for complete control. of consumers asked for complete control 41 of their personalised experience in a Yahoo! study 2. What does good look like? | 48

Often, organisations are working or those with no targeting. This greater with incomplete or inaccurate data effectiveness is attributed to the impact in order to serve personalised of the personalisation on the consumer’s experiences. By enabling consumers self-perception. This speaks to the to set explicit preferences or support business benefits of transparency machine learning by dismissing and of making explicit to users the irrelevant recommendations, brands basis on which preferences and can draw on both implicit and explicit recommendations have been created. signals to deliver a better experience. Amazon and Netflix provide two Evidence also suggests that this examples of this approach, serving transparency and the mere perception recommendations based on ‘because or awareness by a consumer that you bought’ or ‘because you watched’ an experience or message has to help audiences understand why been personalised can increase its they are being served content as effectiveness. The study, ‘An Audience well as giving them opportunities of One: Behaviorally Targeted Ads as to adjust their preferences and the Implied Social Labels’, shows that recommendations they see to create where consumers were served ads a feedback loop (see section 1.2 for known to be based on their recent further discussion). individual behaviour they were more likely to want to purchase the advertised offer, compared to when they were exposed to ads based on demographic segments (such as age or gender) 2. What does good look like? | 49

Customisation and peer-to- peer community

The vision set out by Future Foundation Customisation and co-creation already in section 1.1 describes the emergence feature in many engagement strategies, of consumer enablement as a key enabling individuals to tailor and share dynamic in the development of brand content themselves. Relevance brand-consumer engagement. is enabled by the brand and created In future models, some brands will by the consumer, leveraging earned provide the tools and the stage enabling media to drive content reach. consumers to take charge of their Strategies are typically social by experience. In this view, consumer design. They are reliant on advocacy control will move beyond explicit and earned media rather than data, preferences towards a model where driving effectiveness through trusted consumers are self-sufficient and the peer-to-peer recommendations and role of the brand is to help consumers enabling brands to match the efficiency to achieve their potential. This trend of personalisation with the effectiveness in engagement is already evident and of mass reach. This balance between there is a clear need for brands to relevance and reach and the role of consider the implications it has for community means that activity can their personalisation strategies. be effective at driving business KPIs such as awareness and advocacy.

...consumer control will move beyond explicit preferences towards a model where consumers are self-sufficient and the role of the brand is to help consumers to achieve their potential. 2. What does good look like? | 50

More broadly, the role of community The emergence of consumer- and peer-to-peer recommendations enabled models can provide effective will become integral to the customer strategies that complement brand-led experience and to personalisation. personalisation and that can deliver on different objectives. Communities provide an always- on, two-way dialogue, enabling Concerns around data privacy and shifts consumers to become directly involved in data ownership could also mean that in the brand. This involvement can consumer-led models are inevitable to range from being given a role in new the future of engagement and relevance. product development and innovation Companies are already springing up communities, to providing peer-to-peer to empower customers to own and support through customer service and leverage their own data. Citizenme product reviews and recommendations. is one example discussed further Two-way collaboration and community in section 9.4. elements will be essential to the success of consumer-enabled personalisation. As we move towards a data economy The limited number of success stories where ever more consumer data is surrounding experiments with social available to us and where consumers’ recommendation through social login feelings about their personal data and provide examples of this. If social its uses continues to grow more recommendations are implemented complex, brands will need to consider as part of one-way communication the role of consumer control and the strategies, execution can often come balance of brand-led vs. consumer- across as forced and invasive. enabled relevance. 3. Re-evaluating the role of social media | 51

II. Using social media for personalisation

3. Re-evaluating the role of social media

3.1 Redefining social media 3.2 The social organisation: breaking out of the silos 3.3 Social media and the future of brand-consumer engagement

4. Social data

4.1 What is social data and how does it differ from other data? 4.2 Opportunities and challenges of social media data 4.3 Social media data availability and access

5. Approaches (I): personalised marketing

5.1 Rethinking segmentation and targeting (interests, attitudes and emotions) 5.2 Micro-influence and network marketing (relationships) 5.3 Moment marketing (behaviour and intent)

6. Approaches (II): personalised experiences

6.1 Social CRM 6.2 Integrated customer experience

7. Approaches (III): customisation, co-creation and community

7.1 Customisation and co-creation 7.2 User-generated content 7.3 Data-driven creatives 7.4 Community and social recommendation 3. Re-evaluating the role of social media | 52

3. Re-evaluating the role of social media

3.1 Redefining social media

3.2 The social organisation: breaking out of the silos

3.3 Social media and the future of brand-consumer engagement 3.1 3. Re-evaluating the role of social media | 53

Redefining social media

Definitions of social media will continue to change to reflect shifts in consumer behaviour and technology, but the element of peer-to-peer interaction will remain constant. Most often, the term brings to mind a handful of the most popular online social networks, such as Facebook, Twitter and Snapchat, which enable users to connect, publish and share content and ideas.

However, the biggest social media platforms already stretch beyond this, typically enabling one or more of the following five social behaviours:

Crowdsourcing Connecting Publishing and Co-Creation

Enabling users to connect Enabling users to publish Enabling users to and exchange ideas and share content among contribute to or source and/or content is a core a network or group of information, ideas and/or social behaviour that followers. These platforms content from a large group unites platforms such as include those focused on of users. This includes Facebook or LinkedIn, the creation and sharing wikis (e.g. Wikipedia), messaging services of user-generated content ratings and reviews such as WhatsApp, and (e.g. Instagram) and (e.g. TripAdvisor), interest-based networks those focused on content innovation and new and forums (e.g. Mumsnet, curation and bookmarking product development The Student Room). (e.g. Pinterest, Paper.li). (e.g. Lego Ideas, GE’s FirstBuild), and service models (e.g. giffgaff). 3. Re-evaluating the role of social media | 54

Collaboration Participation

Enabling users to work Enabling users to participate in social activities, jointly on projects and such as social gaming (e.g. Zynga), immersive other activities (e.g. experiences (e.g. virtual reality) and products/ Facebook at Work, services within the Internet of Things which centre Yammer). on peer-to-peer interaction and participation.

But the definition and concept of social media is no longer limited to third-party platforms. In addition to working with social platforms, many brands are also considering the role that community and peer- to-peer can hold more broadly within their organisations. 3.2 3. Re-evaluating the role of social media | 55

The social organisation: breaking out of the silos

In its earlier phases, social media’s core value was perceived to be its potential as a communications channel to help marketers drive reach. However, it is increasingly becoming integral to other teams within the organisation, including customer services, human resources and insight.

Similar to the shift already seen in digital, social is breaking out of organisational silos leading to a seismic shift in engagement and proposition delivery.

For many organisations, the role of social already spans three key areas: Insight Communication Product/service delivery

Mining publicly available Using social media Delivering products and and privacy-compliant platforms and services founded in or social media data for capabilities for external enhanced by community unprompted research and communication (e.g. and social media insight (e.g. mining brand marketing communication capabilities (from social mentions online, including or customer service gaming through to the applying sentiment delivery) or internal ecosystem of products and text analytics, enterprise communication described under the to understand brand and collaboration. Internet of Things heading perception) and using which are based on peer- online communities to to-peer interaction). deliver prompted insight. 3.3 3. Re-evaluating the role of social media | 56

Social media and the future of brand-consumer engagement

Social media will be integral to how brands define their future relationships with consumers:

Social media can enable relevance other media offer, including through Consumer trends demonstrate its diverse and rich media formats, personalisation will be foundational sequential messaging, interactivity across future models of engagement and engagement, and co-creation (see section 1.1). Social media will opportunities. be critical to brands as an enabler of direct one-to-one communication Social media empowers consumers and relationships and as a rich source In some sectors, brands are becoming of data which can fuel personalisation the enablers while consumers become across brand touchpoints. the storytellers and creators. Social media will continue to be key to this shift Social media can enable emotional in power and the role of community and and authentic connections peer-to-peer could take centre stage in The rise of relevance in the brand- many engagement models. This trend consumer relationship will lead to has deep implications for the future of a change in the role and importance relevance and personalisation models, as of brand. Building an authentic and customisation and co-creation become emotional connection will be an core to delivering these experiences. essential part of many engagement models. Social media enables brands to engage with consumers in a familiar space where consumers choose to spend an increasing proportion of their time. Social enables a direct, two- Social media will continue to way dialogue and supports brands in be key to this shift in power telling stories in richer ways than many and the role of community and peer-to-peer could take centre stage in many engagement models. 4. Social data | 57

4. Social data

4.1 What is social data and how does it differ from other data?

4.2 Opportunities and challenges of social media data

4.3 Social media data availability and access 4.1 4. Social data | 58

What is social data and how does it differ from other data?

The term ‘social media data’ refers to all forms of data collected through social media, including:

Information explicitly shared Additional associated data: by social media users: − metadata associated with − profile data (e.g. gender) social media user activity − content (e.g. images posted) (e.g. time, location) − conversation (e.g. interactions − derived data points associated and conversations with with social media user activity other users) (e.g. topic and sentiment − likes/votes (e.g. likes, classification for a post, and favourites) the influence score of a social − shares (e.g. retweets) media user) − consumption (e.g. clicks) − connections (e.g. fan, following)

User profile

Conversation Content Consumption

Shares Like/votes Connections 4. Social data | 59

How does social media data differ from other data?

Social data differs from other available Today, we are able to explore what datasets through the type, granularity people actually do rather than what and timeliness of the information that they say they do when prompted. it offers to brands. These characteristics Social media is thus driving the trend provide marketers with a range of towards ‘datafication’ of human opportunities as well as operational behaviour. It captures data of such complexities if they are to take full a granular and intimate level that it advantage of them. can tell us not only what people are doing but also what they are thinking Historically, as marketers, we have and what is shaping their behaviour. had to rely on a variety of interventions We have perhaps not yet fully in order to measure and understand appreciated the implications of this for human behaviour. We have placed our understanding of human behaviour, people in laboratories and looked to but they are undoubtedly enormous. see how they operate under controlled conditions. We have asked people survey questions to elicit insight into their behaviours and attitudes. We have attached electrodes to track the inner workings of their brains. We have visited peoples’ homes to better understand how they live and have given them life-logging tools that record their daily activities. Today, we are able to explore what people actually do rather than what they say they do. Social media is thus driving the trend towards ‘datafication’ of human behaviour. 4. Social data | 60

Some of the ways in which social and working in a particular geographic media is driving this trend include: area. Social media now allows us to explore relationships on a global scale. Datafication of interests, attitudes and emotions Datafication of behaviour and intent The explosion of self-reporting has Social media also provides real-time led us to provide very intimate details contextual information about users – of ourselves. With billions of people their behaviour, location and intent. now using social media, we have For example, a user might post the an incredible database of people’s intention to book a holiday or share interests, opinions and feelings. Many a planned day out. A user’s location data market research companies already might also show habitual locations and use this at an aggregate level to obtain when they are visiting different areas. detailed information on audience sentiment relating to particular topics, often discussions of brands, products and services. As social media moves from text to rich media, so analytics is evolving to help us understand the content of these images and videos.

Datafication of relationships and networks We are now not only able to see the way in which people relate but with whom they relate. So again, social media has transformed our understanding of relationships by ‘data-fying’ professional and personal connections. Historically, our ability to collect relational data has With billions of people necessarily been through direct contact now using social media, and this has generally restricted studies we have an incredible of social interactions to small bounded database of people’s groups such as clubs or individuals living interests, opinions and feelings. 4. Social data | 61

Social media data vs. self-reported nature of a user’s Traditional research data activity and whether this provides an Our ability to generate insight on authentic and complete representation interests and attitudes means we of themselves or one which reflects often draw comparisons between what they want others to see. social media data and traditional research (e.g. survey data). Timeliness Social data can be collected in real time Differences to consider include: and collated relatively quickly compared to survey data, enabling brands Representative vs. to act on it in a more timely manner. Customer level Social data points available may differ Social media data requires in recency and frequency. For example, caution in how it is used for insight. Facebook ‘likes’ may generate insight It represents a specific user base into a user, but will all ‘likes’ be recent and will not be representative in the and still relevant enough to show the same way as traditional research can user’s current interests and preferences? be. However, crucially for targeting and personalisation, social media data Granularity can be collected at a customer level Social media insight is specific and and used to augment individual detailed. For qualitative insight, social customer profiles. is often referred to as the world’s largest focus group, contrasting with the Prompted vs. Unprompted tick-box approach of surveys and polls Social data can show what matters where open-ended fields tend to be to the consumer. The data has not limited by budget, time and resource. been generated because someone This qualitative detail in social data can has been stopped in the street and help to convey reasons behind statistical asked a question; the data is there results, making them more actionable because it’s something the market than would otherwise be the case. wants to express an opinion on. Cost Authenticity and Bias Relative to other datasets, there Social media is a platform where is low investment required to collect consumers write frankly on all manner and analyse many social datasets, of topics which can give brands access which are often publicly available. to unparalleled insight. However, we need to consider the public and 4.2 4. Social data | 62

Opportunities and challenges of social media data

The differences between social media and traditional data sources highlight a number of opportunities and challenges.

Opportunities of social data Research Social data is most often used at an Social media data can be used as aggregate level for marketing evaluation a complement to (or in some cases a and consumer research. Personalisation replacement for) traditional research to applications are still relatively nascent in inform planning and creative processes. this field, but represent an area of rapid Specific use cases include: growth in interest and experimentation. • Brand and marketing insight, e.g. Marketing and communications Brand perception and competitive evaluation positioning; informing marketing Qualitative and quantitative insight content/channel/audience. Product insight from social media data can be used to •  , e.g. Product measure and improve marketing and feedback and development; communications effectiveness. This discovering unmet needs and includes evaluating the effectiveness category trends to inform New of social media itself and using social Product Development. Consumer insight media data to evaluate the effectiveness • , e.g. Consumer of other marketing activity. Such Decision Journey analysis; audience evaluation can exploit social media’s segmentation. ability to track activity in real time and enable brands to course correct. 4. Social data | 63

Prediction For example, Daniel Gayo-Avello, of The insight that social media data the University of Oviedo in Spain, has brings into human behaviour means disputed the ability of Twitter to predict that it is often considered a useful elections. Gayo-Avello undertook an predictive tool. There has been a lot analysis23 of the research done to date of excitement and experimentation in this area and concluded that the related to this potential use. assumptions underlying much research were flawed. His analysis suggested that For example, a study led by work had generally assumed all tweets Cambridge University22 used data from were trustworthy, representative and not approximately 37,000 users and 42,000 affected by self-selection. All of these venues in London to build a network issues, he claims, explain why he was of Foursquare places and the parallel not able to find any paper that was Twitter social network of visitors, adding able to provide a credible prediction up to more than half a million check- of a future election result based on ins over a ten-month period. From this, social media. researchers were able to quantify the social diversity of a particular place and These studies highlight the fact that predict when a neighbourhood would go prediction is not a straightforward matter. through the process of gentrification. More research is needed to understand the context in which predictions work However, a number of studies have well and when they need to be treated shown we need to pay close attention with greater caution. Prediction from to the specific use cases and possible social data needs to be approached pitfalls of prediction from social data. with thought and the recognition that In many cases, social data is used in whilst there are clearly gains to be had, isolation without accounting for context predicting outcomes, particularly of or use of other data sources. complex social phenomena (such as consumer buying behaviour), needs careful consideration and investment. 4. Social data | 64

Personalisation and targeting There are opportunities to use this data Social media data can augment to create more relevant experiences customer profiles to deliver enhanced in-channel using social media platform insight, targeting and personalisation. targeting. Where data can be integrated Data types available can include profile into a single customer view, it can be and demographics and the following used to enrich and fuel cross-channel types outlined in section 4.1 which experiences. For example, insight on represent specific value drivers for interests or product affinity gleaned from the use of social media data vs. other social media can be used to automate datasets: content personalisation on a website or in email marketing.

1. Interests, attitudes and emotions One of the benefits of social media data is the richness and persistence of the dataset available at a customer 2. Relationships and networks level. This data enables us to better understand who the customer is, their preferences and personality.

3. Behaviour and intent

Where data can be integrated into a single customer view, it can be used to enrich and fuel cross-channel experiences. 4. Social data | 65

Research by Cambridge University24 transaction data. Our understanding of demonstrates how this insight can our customer and what we can serve be incremental to existing customer them is currently often based on what profiles by comparing the insight into a they have already bought from us (and person’s personality generated through what others who look like them have social media data to that articulated bought) and is limited by the length and by a person’s loved ones. The study richness of this history. This can be a discovered that a user’s Facebook ‘likes’ particular challenge in understanding are a better predictor of their personality new customers. The use of social data than their friends and family. to inform personalisation and predictive analytics have significant implications This research also demonstrates the for understanding and delivering opportunities for moving beyond experiences both for loyal existing delivering personalisation and customers, but also for newer customers recommendations based on the where we don’t have this established consumer’s historical behaviour and relationship and history.

Predicting Personalities with Facebook Likes

By ...We know your personality analysing... better than your... 10 LIKES Work colleague 70 LIKES Friend/Roommate 150 LIKES Parent/Sibling 300 LIKES Spouse

The average person has 227 Facebook Likes

Source: ‘Computer-based personality judgments are more accurate than those made by humans’, University of Cambridge 4. Social data | 66

Challenges of social data Social data presents more challenges for organisations than other media in terms of:

The 3 Vs of big data: Volume, Ownership Velocity and Variety Social data can include internal and Social media brings the challenges of external data points (for example, big data to organisations. It delivers comments on owned web properties high volume, real-time data: in 2014, are internal, while interactions on a Facebook was reportedly garnering over third-party network such as Twitter or four million ‘likes’ per minute from users Instagram are external). This ownership and Twitter users were sending over has implications for access to and use 300,000 tweets25. Defining what data to of different datasets. Access to external collect and how to collect it, and how to data points is dependent upon the organise and analyse this data effectively platform owners’ strategies, which can can be a challenge for any organisation. be subject to change with little warning. Variety adds further complexity as Brands need to remain alert to this data social data can take structured and dependency in defining their approach unstructured formats (for example, tweet and strategy. text is unstructured social data, while tweet metadata such as location tends Privacy and ethics to be structured) and the rich media From a brand-consumer relationship analytics required to understand image perspective, this is a complex issue and video content are still emerging. to navigate. Consumers do not have In developing their social data strategy, a linear relationship with personal data brands need to set clear objectives and and the implications on brand trust requirements to inform which data points can be severe if brands get it wrong to collect and how to do so. (see section 2.2). From an operational perspective, organisations need to put data governance processes in place and update these to reflect changing regulations relating to data privacy. 4. Social data | 67

Data integration Authenticity Use of social media data at a customer The limitations of social data, its level is still relatively nascent. Within authenticity and validity, are often marketing, data is often used by brands questioned. Does a user’s activity at an aggregate level, on an ad hoc on social media truly represent their basis, or in silo from other marketing personality and behaviour, or are channels and the rest of the business they projecting a false self-image that rather than being integrated into a single shows only what they want others to customer view. This is both due to the see? Equally, a user will not talk about immaturity of use cases and shared best everything that matters to them, only practice and the complexities associated those parts of their life that they wish with integrating and matching social to share publicly. There are clear, media data with other sources. potentially difficult characteristics of social data which are unique to this Different techniques are being used dataset. These should not detract from by organisations, including the use its ability to deliver incremental value, of an individual’s social login and but should be considered in developing authentication (explored further in and communicating its use cases. section 6 on personalised experiences). But these are often the exception rather than the norm. By sharing knowledge and case studies through initiatives such as #IPASocialWorks, industry will be better placed to experiment with and derive value from social media data.

Does a user’s activity on social media truly represent their personality and behaviour, or are they projecting a false self-image that shows only what they want others to see? 4.3 4. Social data | 68

Social media data availability and access

The availability and access of social media data will vary:

Broadly, there are two levels of social • By platform, according to media data access for brands: each platform’s maturity and monetisation strategy. 1. Public profile and interaction data • By user behaviour, according to how much information each In these instances the social media user provides to a platform user has agreed that his or her data through his or her profile and activity can be openly viewed by and platform activity. any other user. For example, username, bio and location are examples of Twitter • By privacy settings and profile data points that are often publicly permissions granted, according on view. These data points, and data to both platform policy and to such as sentiment and influence that are individual user settings. derived from users’ profiles and activity, are privacy-compliant and accessed through third-party social engagement and analytics tools to be used either at a customer level or at an aggregate level for research and insight purposes. The challenges brands face in matching this public data to their internal CRM database records have to date limited attempts to use customer-level data in these ways. 4. Social data | 69

2. Private profile and interaction data

In these instances the social media user at a customer level through brands has set his or her profile and activity so asking for and users granting extended that only connections or a defined group permissions, often enabling data to be of users can see them. For example, matched to CRM records by using the Facebook profile data such as a user’s individual’s email as a unique identifier. birthday and home town and interactions such as status updates are often set This private data will typically include to private by users so that only friends additional customer data points such can see them. These data points can be as profile, interests and connections. accessed at an aggregate level on an However, the data available varies by anonymised basis and are often used platform and by user activity and by advertisers for insight and targeting. profile completion. Some data points can also be available

Availability of profile data varies by platform

Email

Name

Country/City/Locale

Birthday

Gender

Profile photo

Friends/Connections

Source: Janrain Social Profile Navigator; LoginRadius Social Profile Data Points 4. Social data | 70

Facebook Profile Data

TV Groups Likes Videos Albums Status Shows Quotes Heroes Music Photos

General Movies Media Activity Pschographic interests Languages spoken

About me Books Interested Relationship in meeting status Interests Demographic Gender General Profile photo Hobbies Identity Political Organisations views Sports Personal Birthday Religion URLs URLs Location Games Activities Name Contact info Display name Current Homepage location Addresses Timezone Verified Name email Emails

Twitter Profile

Photos Data Profile photo

Homepage

Activity

Identity Status Name

Name About me Demographic

Formatted Addresses name

Display name Location

Current location Timezone

Source: Janrain Social Profile Navigator 5. Approaches (I): personalised marketing | 71

5. Approaches (I): personalised marketing

5.1 Rethinking segmentation and targeting (interests, attitudes and emotions)

5.2 Micro-influence and network marketing (relationships)

5.3 Moment marketing (behaviour and intent) 5. Approaches (I): personalised marketing | 72

The majority of social media We saw in section 4 that social media personalisation cases today focus on can give us access to unprecedented delivering more effective and more levels of information about an individual. efficient marketing communications. In addition to providing profile and Brands are exploring how to use the demographic information, it can give datasets and targeting capabilities us insight into additional areas which associated with social media to refine represent specific value drivers for the audiences they are reaching and the use of social media data as a tailor the message delivered to these complement to other datasets. audiences. These areas are typically:

1. Interests, attitudes and emotions

2. Relationships and networks

3. Behaviour and intent

In sections 5.1 to 5.3, we explore how brands are using each of these three types of data to deliver more relevant marketing communications. 5.1 5. Approaches (I): personalised marketing | 73

Rethinking segmentation and targeting (interests, attitudes and emotions)

Traditionally, segmentations would have involved creating only a few groups of consumers, reflecting the data available and a reliance on channels and technologies with limited capacity for personalisation. Data typically used would include:

Customer data Market research First-party data in the form Third-party panel and survey data, of customer demographics which is often used to develop and transaction history (e.g. segmentations that are designed customer value, frequency of around consumers’ needs and purchase, average value per attitudes. Whilst these segmentations transaction etc.). This data are often a powerful means of provides a robust guide to current informing marketing activity, they and historic behaviour. However, are typically hard to relate to actual it fails to consider the individual’s customer behaviour. wider buying behaviour with competitor brands or attitudes and future needs. It also only relates to current (or lapsed) customers, on whom the organisation has data, rather than the wider potential customer base. 5. Approaches (I): personalised marketing | 74

Today, greater customer-level data is Social media data holds particular value available and the media landscape is in this context. It provides rich data changing. This includes broadcast media around demographics as well as about where addressable TV is now available affinities, opinions and interests. Brands in the UK with products such as Sky are using these data points to improve AdSmart, for example. their understanding and identification of customers and prospects throughout the purchase funnel and to reach different consumers with different messages to drive improved business outcomes.

Example Example

EE Coca-Cola

To promote its superfast 4G network, For its 2014 Super Bowl campaign, EE created variants of its video ad Coca-Cola delivered tailored video to target audiences with different creatives to 13 micro-audience passions on Facebook. For example, segments. Segments were based football fans on Facebook were shown on different ethnicities, lifestyles a football- related ad. Results showed and passions. As part of a broader that ads with personalised creatives campaign, the brand succeeded were twice as likely to be viewed in reversing its sales decline and compared to non-targeted creatives, increasing consumption in its target and that they delivered twice the uplift market of 19-24-year-olds. in traffic to the EE site to find out more about the 4G network. See case study, p77

See case study, p76

Importantly, these strategies enable reach and offer brands the ability to brands to deliver relevance at scale. target millions of users based on rich This reflects the fact that social media customer-level data. networks now have vast potential 5. Approaches (I): personalised marketing | 75

Integrating first and third-party data

Most social media data strategies are currently operating in channel silos, using social data to deliver targeting through social media platforms. First and third-party integrations are becoming increasingly common due to the release of social media platform advertising solutions that help marketers to augment their targeting:

2. First party data integrations 1. Third-party data integrations and social CRM

Social data can be augmented by In some instances, a brand’s own third-party data either through products customer data is matched with that available from social media platform of a social media platform to facilitate owners or separately. For example, and improve the effectiveness of the through its partner programme, brand’s targeting efforts. For example, Facebook is able to augment its user the advertising products Facebook targeting with data from database Custom Audiences and Twitter Tailored marketing companies (such as DLX, Audiences allow brands to match their Acxiom and Mosaic). Where social CRM records to individual users based media data is publicly available, third- on unique identifiers, such as email party agencies have also developed addresses, thus facilitating advertising derived social media data points to offer to defined customer groups. Due to the improved platform segmentation and complexities around the ownership, targeting. For example, some companies access and integration of social media offer augmented Twitter segmentation data, this data is often held and used in by using publicly available user and silo for a given social media platform. network data and derived data points about influence and affinities.

The layering of first and third-party data over social media data and targeting options has become commonplace. Hitherto, there have been relatively few examples of social media data being integrated into an organisation’s 360-degree view of the customer, though examples of this are beginning to emerge (further discussion in section 6). 5. Approaches (I): personalised marketing | 76

Case study | EE

Bufferface

EE’s Bufferface campaign targeted Facebook users with tailored video creatives to communicate its message in a more personalised way, at scale and across devices.

Objectives To increase awareness and consideration of its superfast 4G network, the EE team used Facebook to extend the Personalised reach of its TV campaign in a more personalised way. content drove

Strategy Four pieces of original video content were created for Facebook. To reach the 14 million football fans on Facebook, the creative showed someone watching an England football game. With the match tied going into the 91st minute, 2x more England bursts through on goal, looks poised to score customers to and…the screen BUFFERS! In another example, fans of find out more the ‘X Factor’ were shown presenter Dermot O’Leary raising the microphone to announce the winner and…BUFFERING!

Impact The campaign results showed that on average: • Personalised content was 2X as likely to be viewed • The best-performing content was 3X more likely to be viewed • 2X as many customers visited the website to find out more about EE’s Superfast 4G network 5. Approaches (I): personalised marketing | 77

Case study | Coca-Cola

It’s Beautiful

Coca-Cola delivered tailored creatives to micro-audience segments to create a heartfelt experience for Americans during the 2014 Super Bowl

Objectives With sales volumes declining in 2013 for the ninth consecutive year, Coca-Cola wanted to re-invigorate Americans’ love for its brand. The brand’s objective was to remind Americans that Coke was more than a soft drink: it was an icon that could unite America’s diverse citizens through shared optimism.

Strategy Coca-Cola premiered the ‘It’s Beautiful’ ad during the 2014 Super Bowl, with a 60-second spot featuring Americans across the country – varied in ethnicity, race, religion, gender and sexual orientation – singing the traditional patriotic song ‘America the Beautiful’ in seven different languages. The ad celebrated the diversity and beauty of America and showed Coke bringing friends and families together.

The team identified 13 micro-audience segments most likely to support its message based on their different ethnicities, lifestyles and passions (for example, the 2.1 million Muslim Americans and the estimated 22 million lesbian, gay, bisexual and transgender Americans). It created a content and targeting calendar that would reach different audiences based on the conversations that were anticipated. This enabled each of these communities with the greatest potential affinity with ‘It’s Beautiful’ to engage in conversations as they unfolded, and to support the Coca-Cola message. 5. Approaches (I): personalised marketing | 78

Case study | Coca-Cola

It’s Beautiful

After airing during the Super Bowl, ‘It’s Beautiful’ was shared across Coca-Cola’s social communities with the hashtag #AmericaIsBeautiful. The agency then monitored the keywords and themes of the audience conversation. In real time, it trafficked multiple search and social ads focused specifically to each micro-segment, helping to direct conversation and remind all those making negative comments that every singer featured in the creatives was an American.

Impact ‘It’s Beautiful’ turned out to be the company’s most successful campaign in years: young people aged 19 to 24 bought Coca-Cola products 20% more often than they did the month before and the business reported a 1% sales lift during the month of February 2014. Following the success of the campaign, Coca-Cola continued to use the multi-language execution of ‘It’s Beautiful’ in its next big marketing tentpole event – the 2014 Sochi Olympics.

Agency Credits

Young people aged 19 to 24 bought Coca-Cola products % 20 more often 5.2 5. Approaches (I): personalised marketing | 79

Micro-influence and network marketing (relationships)

Influence and influencers are contentious However, opposing schools of thought subjects. The competing theories based argue that the impact of influence on the premise that ideas, attitudes is often significantly overestimated. and behaviours spread from person Multiple studies by Duncan Watts28 have to person rather than as a result of shown that a trend’s success depends autonomous individual decisions have not on the person who starts it, but on been hotly debated. how susceptible the society is overall to the trend. Watts argues that marketers Influencer marketing is underpinned should aim to reach a lot of people by the assumptions that some people through mass media, and then do what (influencers) are more influential than they can to enable consumers to pass others, that this influence can be the message along. identified and measured, and that marketing to influencers will be more A further counter proposition to influence effective than marketing to target is homophily, the tendency of like- audiences or the whole market. minded individuals to adopt similar behaviour, as in ‘Birds of a feather Influencer marketing has gained flock together’. Studies by Sinan Aral29 popularity since the publishing of have demonstrated that homophily ‘The Tipping Point’26 in 2000 and ‘The can explain much of the impact Influentials’27 in 2003 which support the attributed to influence. In these cases, idea that new trends start with small campaign evaluation is failing to take groups, and that the individuals in these into account the counter factual – what small groups are key to whether or not would have happened anyway. (See the trend will take off. #IPASocialWorks Guide, ‘Measuring Not Counting’, for further discussion on the measurement of influence.) 5. Approaches (I): personalised marketing | 80

What is less debatable, however, is that some brands have adopted models of influence and advocacy as part of their personalisation strategies. Such strategies aim to communicate a brand’s relevancy to niche audiences or networks by working through an individual – or influencer – whom consumers believe to have a particular authenticity or appeal, or with whom they feel they have a personal connection.

Influencer’s typically fall into four categories

1. Professionals (occupational 3. Ambassadors and members of influencers such as bloggers, influencer communities (individuals journalists, experts, analysts) who have been signed up by an organisation to act as the 2. Celebrities (well-known individuals agents of influence marketing) who have built large followings, online and/or offline) 4. Customers and advocates (individuals who use/buy a product or service and who influence others, either by making recommendations or being seen to use/buy things)

The distinction between these is focus, often falling at either end of the increasingly blurred with the rise of spectrum. This reflects the tension influencers who have gained popularity between relevance and reach which is through social media. often called out and debated in relation to the rise of digital platforms and The associated strategies can range personalisation (see section 9.1). from broadcast to highly targeted in 5. Approaches (I): personalised marketing | 81

Delivering reach: Celebrity influence

Celebrity partnerships form the majority YouTube creators and social media of current influencer strategies. There celebrities provide brands with a similar is a long history of paying high profile opportunity to achieve mass reach individuals to endorse products, amongst harder-to-reach younger with the likes of tennis star Roger audiences. These influencers are Federer making $71 million a year typically given the creative freedom from sponsorships and endorsements to create and deliver content which and his rival, Rafael Nadal, being paid is highly relevant and authentic for $525,000 to wear a watch at the French their audiences. Open. These partnerships are akin to broadcast media sponsorships. The effectiveness of campaigns in this growing area can be difficult to measure. However, cases such as Mattessons Fridge Raiders, which partnered with The Syndicate Project, a gaming celebrity, show these strategies can deliver a measurable ROI when well executed (see case study, p84). £300,000 reported annual earnings from brand endorsements for YouTube creator Zoella30 5. Approaches (I): personalised marketing | 82

Delivering relevance: Micro- influence and network effects

Models that use ‘everyday’ or micro- Alternatively, social ad platform Gnack influencers such as influential customers, argues that followers who are more likely advocates and the close connections of to be friends and family of the account prospective users/buyers are becoming owner will treat their posts as more more popular. trustworthy and engaging. The most effective micro-influencers are therefore There are different definitions of micro- likely to have fewer followers32. influence. A survey of two million social media influencers by influencer marketing platform Markerly found that for unpaid posts, Instagram influencers with fewer than 1,000 followers had a ‘like’ rate of about 8%, those with 1,000 to 10,000 followers had a ‘like’ rate of 4% and Instagram influencers with 10,000 to 100,000 followers had a 2.4% ‘like’ rate31. In summary, the greater the follower reach, the lower Followers who are more the engagement rate. Markerly identified likely to be friends and the ‘sweet spot’ for maximum impact family of the account owner of an influencer with between 10,000 will treat their posts as and 100,000 followers. more trustworthy and engaging. The most effective micro-influencers are therefore likely to have fewer followers. 5. Approaches (I): personalised marketing | 83

This personal connection to their followers is believed to make micro-influencers more effective as brand partners. If messages are created or customised by the micro-influencer, they are likely to sound more authentic. An example of this approach in practice is Wilkinson Sword’s ‘Facebook Couples’ campaign.

Example

Wilkinson Sword

Wilkinson Sword supported the Hydro 5 launch with a Facebook co-creation campaign, ‘Facebook Couples’. Applying the insight that men’s shaving habits and hair styles are heavily influenced by their girlfriends and partners, Wilkinson Sword targeted women with a campaign which enabled them to create pictures of their partner with different facial hair and encouraged them to share these images with their partner.

See case study, p86

This type of activation aims to deliver such as ‘Facebook Couples’ show that targeted and personalised content amplifying influencer content through rather than the reach that can be paid media to deliver reach can also achieved by celebrity partnerships. amplify business results. Alone these executions cannot deliver the scale required to achieve significant business effects. However, campaigns 5. Approaches (I): personalised marketing | 84

Case study | Mattessons Fridge Raiders

MMM 3000

Kerry Foods worked with YouTube gaming celebrity The Syndicate Project to reverse the sales decline of meat snack Fridge Raiders by positioning it as the ideal after-school snack for teenage gamers.

Objectives In 2012, Fridge Raiders’ sales were in decline. A new marketing strategy was developed to grow sales by increasing penetration and purchase frequency. Communications was required to position Fridge Raiders as a better after-school snack choice than crisps, using separate approaches for two target audiences: mums and teenagers.

Strategy A humorous TV campaign aimed at mothers of teenagers aired in the summer of 2012 supported by significant promotional activity. A social media campaign followed in early 2013, working with YouTube gaming celebrity The Syndicate Project (aka Tom Cassell) to target teenage gamers.The Syndicate Project challenged his community of over 6m YouTube subscribers, 1m Twitter followers and 645,000 Facebook fans to invent a hands-free snacking and gaming device that would allow gamers to eat the Fridge Raiders product without disrupting their gaming. Some 15,000 sent in suggestions via Facebook, YouTube and Twitter and several ideas were turned into prototypes. To maintain fan engagement levels during the process, daily Facebook updates were posted and weekly video updates broadcast on YouTube. 5. Approaches (I): personalised marketing | 85

Case study | Mattessons Fridge Raiders

MMM 3000

Impact Fridge Raiders Facebook fans went from zero to 127,000 and Facebook media achieved a CTR of 0.6%, versus the industry average of 0.04%. Video content was viewed over 3 million times, with 291,000 YouTube likes. The campaign generated 126 million impressions with a reach of 31 million.

Market mix models isolated the sales impact of social media from other factors, including promotions, seasonality, competitor activity, TV campaigns and distribution. After allowing for all other sales drivers, base sales that can be attributed to the social media campaign rose by 20% during the eight- week campaign period. The ROI was £2.44 for every £1 invested, making the campaign approximately 40% more efficient than the brand’s next best-performing media channel, TV. Brand metrics also improved, though social media’s contribution to this impact cannot be isolated from other factors.

Agency Credits

ROI of £2.44 5. Approaches (I): personalised marketing | 86

Case study | Wilkinson Sword

Facebook Couples

In a market where shaving was out of fashion and beards were the norm, Wilkinson Sword used a micro-influence campaign to encourage trials of its new razor.

Objectives Changing fashions have led to a decline in the UK shaving market and a growing indifference amongst men towards changing their shaving routines. In this shrinking, but highly competitive category, Wilkinson Sword needed to reach and persuade 18 to 30-year-old men to try its Hydro 5 Groomer razor.

Strategy To achieve the reach and scale required to drive significant sales impact, the team used Facebook as a key campaign launch platform before investing in activations across other media. Social media listening analysis showed that, unlike women who dressed to impress friends, men dressed to impress their partners (or prospective partners). The team applied this insight to develop a Facebook app which enabled partners of their target audience to visualise and share a new look for their bearded partners, encouraging the men to try it out. Participation in a trial was encouraged by the offer of a free razor and style guide and a chance to win a £2,000 style makeover for the triallist and his partner. 5. Approaches (I): personalised marketing | 87

Case study | Wilkinson Sword

Facebook Couples

To ensure the product was seeded with the right people, the male applicants were asked to fill out a survey to determine their level of social influence in their immediate social circles. The brand then sent the product to the 1,000 most influential applicants to trial it. These triallists shared their experiences and new looks with friends, family and colleagues offline and through social. Paid media was used to amplify the best social stories to drive incremental reach, generating nearly 20 million impressions.

Impact Surveys of the 1,000 triallists showed that by the end of the campaign 90% of people who had previously used Gillette said they planned to switch to Wilkinson Sword. The triallists and their partners reported having told an average of 6.3 people about their involvement in the campaign, reaching 12,600 individuals directly through offline word of mouth.

The total sales impact and ROI of the Facebook element of the campaign was not measured in isolation. However, following the integrated product launch campaign, the Hydro male systems value share exceeded 9% in the UK for the first time ever, reaching a record high of 9.2%. % Agency Credits 90 of people who had previously used Gillette said they planned to switch to Wilkinson Sword 5.3 5. Approaches (I): personalised marketing | 88

Moment marketing (behaviour and intent)

Context vs. Demographics purchases its products. For example, only 31% of mobile searchers for Contextual data is a complement video games are men aged 18-34. to, rather than a replacement for, Similarly, 40% of all baby products existing targeting strategies based on purchasers live in households without demographics and other attributes. It children. Advertising baby products enables marketers to reach individuals only to families would miss a significant based on needs, intent and interests proportion of this market. at specific moments and in real time, aiming to deliver the right message Contextual relevance can be based at the right time and contribute to the on either external or internal factors. desired outcome. It can also broaden the External factors include targeting by reach of a campaign to individuals that time of day, location, weather and would not otherwise have been targeted other variables relating to the user’s through demographic profiling alone. environment. This contextual data is increasingly commonly used across Google research33 into the incremental media. Examples include sending reach and impact of targeting mobile personalised location-based offers intent over demographics shows that to customer mobiles as they enter a brands focusing only on the profile geo-fenced area through to tailoring of their target consumers could be outdoor mass media campaigns to the missing out on 70% of potential mobile weather. As an example of the latter, in shoppers. A brand’s target audience the summer of 2015, Pimm’s launched is not always representative of who a digital out of home campaign which activated once the temperature reached 21°C, a time when consumers would be more responsive to the drink brand’s advertising. 5. Approaches (I): personalised marketing | 89 % of UK Twitter users talk about 55 what they are doing ‘right now’

Internal factors are more personal and By mining social media data, brands influence how we receive and react to are able to identify those moments that messaging. For example, internal data matter to their consumers and to their can reflect our moods and how we feel purchase journey and create relevant at a given moment. Social media is a key and timely interactions. This presents data source and channel here since it is an opportunity to be more emotional, able to provide rich information across more relevant, and to cut through the both the user’s external environment, cluttered media environment. location and actions, as well as his or her thoughts and moods, and provide this information in real time. A Nielsen study34 of UK Twitter users reported that 55% use the platform to talk about what they are doing ‘right now’.

By mining social media data, brands are able to identify those moments that matter to their consumers and to their purchase journey and create relevant and timely interactions. 5. Approaches (I): personalised marketing | 90

Micro and macro-moments

Two types of contextual targeting, or moment marketing35, frequently discussed are:

1. Events and shared cultural 2. Everyday moments, moments, or macro-moments. or micro-moments. Reaching consumers in a shared Reaching consumers in real time moment or event, for example a to anticipate and/or fulfil a need. sporting event, national holiday, festival, This has long been possible through or political event. These moments search campaigns. Consumers using offer the opportunity for brands to tap search engines to find a product they into massive reach and highly emotive intend to purchase are met with paid contexts, and attract premium prices. and organic search results for different Social media has successfully been brands’ marketing information on used in these contexts to achieve product specifications, price and options reach and resonance without expensive to buy. The rise of mobile connectivity TV placements or sponsorships. and digital and social media increases Activations use contextual information the potential value of these strategies to create relevance at scale rather than and our ability to deliver increasingly to deliver personalisation to refined personalised experiences. groups or on a one-to-one basis. 5. Approaches (I): personalised marketing | 91

Forrester, the research company, has The charity Melanoma Patients Australia described the increasing significance used text, image and location data from being assigned to micro-moments in Twitter and Instagram posts to identify a series of research papers36. Forrester and engage with social media users on maintains that the ability to engage the topic of skin damage in the moment consumers with short but relevant they were putting themselves at greatest interactions at conducive moments risk through sunbathing on a beach (see will help brands cut through media case study, p93). Similarly, Dove used clutter and improve relationships text data to identify women who were with customers. posting negative comments on Twitter relating to beauty and body image and Social media is a key enabler of micro- used this to respond in real time with moment interactions. It is a rich source messages aimed at inspiring of data about both external factors a change in attitude and behaviour (location, weather etc.) and internal (see case study, p95). ones such as conversations, which can be used to create moment targeting. For example, many brands consider targeting by social conversation attractive since social listening data can span factors such as mood, attitude and explicit intent which can be difficult to gather elsewhere. This social data can be mined for insight into the consumer’s path to purchase and engagement with a brand or product category. The resulting insights can help a brand uncover those moments where information or engagement from a brand will be most likely to influence consumers’ behaviour or attitude. ...many brands consider targeting by social conversation attractive since social listening data can span factors such as mood, attitude and explicit intent which can be difficult to gather elsewhere. 5. Approaches (I): personalised marketing | 92

As a communication channel to engage With the number of connected with consumers in such moments, social devices only likely to rise in future, media provides not only the capability brands will increasingly find the concept for real-time, cross-device targeting but of micro-moments attractive as a also offers an interactive and personal way to cut through noise and ‘speak’ platform that delivers at scale. Indeed, directly and authentically to customers. brands frequently build their social However, the variety of devices, screen media communities with the stated sizes and functionality available to purpose of developing a more direct digital consumers will make delivering and multi-dimensional relationship micro-moments complex. with the public.

With the number of connected devices only likely to rise in future, brands will increasingly find the concept of micro-moments attractive as a way to cut through noise and ‘speak’ directly and authentically to customers. 5. Approaches (I): personalised marketing | 93

Case study | Melanoma Patients Australia

Melanoma Likes Me

The team used social listening Melanoma Patients Australia used one-to-one targeting to remind people on Instagram and Twitter to generate awareness of the dangers and provide information on the dangers of skin cancer. of sunbathing in real-time Objectives More than 1,500 Australians die from melanoma each year. It is the most lethal cancer for 15-30 year-olds. The ‘Melanoma Likes Me’ campaign was created to raise awareness of the dangers associated with sunbathing amongst this audience and provide information on how to check for melanomas.

Strategy The campaign used social media to reach this younger and harder to reach audience and in real time – at the time when they were most in danger of causing their skin damage. An online persona was created for melanoma on Instagram and Twitter. The team used social listening tools to identify popular hashtags the target audience used on social media when sunbathing such as #sunkissed, #tanned and #beachside. By tracking Instagram and Twitter posts with these hashtags or relevant geo- located images, the team was able to respond in real time with ‘likes’, ‘follows’ and shocking comments from persona @_melanoma to remind people of the dangers of sunbathing. The team provided links to the Skin Check mobile site to point the sunbathers to information on how to check for melanomas. 5. Approaches (I): personalised marketing | 94

Case study | Melanoma Patients Australia

Melanoma Likes Me

Impact Thousands of individually tailored messages were sent. The campaign saw high engagement from the target audience as well as local identities who retweeted and shared the messages and comments, increasing reach and awareness. The click-through rate to the Skin Check mobile site was the highest level of daily web traffic Melanoma Patients Australia had ever seen. Based on the success of this campaign, Melanoma Prevention Australia plans to roll out the campaign across Australia.

Agency Credits 5. Approaches (I): personalised marketing | 95

Case study | Dove

#SpeakBeautiful

Dove and Twitter launched #SpeakBeautiful to encourage women to speak positively about themselves and others on social media.

Objectives In 2014 women posted five million negative tweets about beauty and body image. Dove’s #SpeakBeautiful launched in 2015 to encourage women to understand the effect online words have on confidence and self-esteem and to inspire them to think and speak positively about themselves and others every day.

Strategy There were two phases to the campaign. The first phase launched on Oscar night, a time when audiences were likely to comment on body image as stars walked the red carpet. A 30-second ad aired on the night and showcased real-life negative tweets. Partnering with Twitter, the Dove team used a tool to identify relevant negative tweets and responded with messages to encourage women to post online with more confidence, positivity and kindness. Real-time data visualisations showed positive and negative beauty words being used on the night, and paid media was used to amplify the reach of positive messages. The activation extended beyond the Oscars to other events and across everyday moments, with the community managers continuing to engage one-to-one with women tweeting about body image. 5. Approaches (I): personalised marketing | 96

Case study | Dove

#SpeakBeautiful

In 2016 Dove announced a new phase, using a tool which could create a personalised analysis of a woman’s tweets on body image and compare this analysis to that of other women. Users simply retweeted Dove’s invitation to participate and Dove responded with a link to a custom microsite displaying the personalised analysis of the woman’s tweets. This analysis showed whether the woman held a positive or negative attitude towards body image, compared to other tweeted topics, and identified the most common emotion expressed in related tweets. Users were encouraged to share their analysis and foster positive conversation online, and could track changes in their own behaviour over time.

Impact Over the course of 2015 over 168,000 tweets were sent using #SpeakBeautiful, driving 800 million impressions. Community managers were able to connect with women on a personal level, responding one-to-one to over 3,000 negative tweets. The campaign formed part of a broader shift in conversation. The number of negative tweets about beauty or body image dropped by 36.8% year-on-year, from 5.3 million in 2014 to 3.4 million in 2015. 36.8% year-on-year drop in negative tweets about beauty or body image 6. Approaches (II): personalised experiences | 97

6. Approaches (II): personalised experiences

6.1 Social CRM

6.2 Integrated customer experience 6. Approaches (II): personalised experiences | 98

We have explored how social media data is being used to deliver personalised marketing through social media data, specifically data relating to:

1 2 3 Interests, attitudes Relationships Behaviour and emotions and networks and intent

These strategies are often executed in Delivering fully integrated customer channel silos. There is no integration experiences using social media data is with the centrally held customer view still nascent. There is evidence of social or with other contact strategies. As media data now being integrated into the media landscape fragments and centrally held customer profiles to fuel the volume and variety of touchpoints more relevant experiences cross-channel increases, we risk customers having and cross-platform, but industry and a fragmented and inconsistent brand organisational challenges mean that experience. these cases tend to be pilot programmes in experimental phases. Brands are at different levels of maturity in tackling this: Social CRM is a concept attracting growing interest. Brands are seeking to understand how to leverage social media across the customer lifecycle As the media landscape as part of their CRM strategy. This fragments and the volume involves integrating the use of social and variety of touchpoints media data and targeting alongside increases, we risk customers traditional direct marketing channels having a fragmented such as email to create a consistent and inconsistent brand and more effective experience. experience. 6.1 6. Approaches (II): personalised experiences | 99

Social CRM

Many organisations are looking to The more mature social platforms have integrate social media targeting with developed advertising products, such traditional CRM channels such as email, as Facebook’s Custom Audiences and using social as a complementary form Twitter’s Tailored Audiences, which allow of direct marketing. Used in this way, brands to target specific individuals social provides opportunities to based on their email or phone number.

• Reach customers across multiple or preferred channels (for example, targeting customers who did not open a campaign email)

• Reach those who have opted out of other channel communications

Example

adidas

The sportswear brand used social to build a loyal community and CRM database. Its Team Messi initiative brought 23,000 Messi fans to its central database, 60% of whom were new acquisitions. Based on sales conversion rates in subsequent direct marketing campaigns, these socially engaged fans proved to be of higher value than other customers in the brand’s database.

See case study, p104 6. Approaches (II): personalised experiences | 100

Example

O2

O2 used Facebook’s Custom Audiences product to reach customers at the right time and purchase journey stage (early upgraders, upgraders, out of contract etc.) with the right creative in order to drive repeat sign-ups. This targeted approach resulted in an average 49% decrease in the cost per order across all three user segments, compared to untargeted approaches.

See case study, p107

Although the subject of integrating social and CRM has attracted much attention, relatively few brands have made progress in this area. Structures within both the brand and its agencies can be barriers to achieving such integration, since ownership of different channel strategies and their execution can be split across multiple teams. In addition, without integrating a feedback loop for interactions with these direct marketing messages the ability for organisations to continue to build upon existing customer profiles is limited. Collaboration across the brand organisation and its partners will be needed to achieve social CRM integration and fulfil the overall goal of providing the customer with an improved and consistent experience. 6.2 6. Approaches (II): personalised experiences | 101

Integrated customer experience

The use of social media data to fuel The ability to deliver an integrated cross-channel and cross-platform experience across touchpoints experiences is still relatively nascent. and devices rests on having As data and personalisation strategies the following in place: mature, the value of social datasets and different approaches to integrating these into a brand’s overall view of the customer • The capability to identify are coming under greater scrutiny. customers across touchpoints and devices

• The ability to augment the single customer view with data from across the business and different touchpoints, and to surface this data in a way that it can be used by the organisation

• A feedback loop which ensures that this single customer view is continually updated with data from across touchpoints to improve the effectiveness of the brand’s activities 6. Approaches (II): personalised experiences | 102

These requirements can be particularly difficult to meet in social media because customer-level data can be held by multiple owners in the social space, and matching this social data with the individual customer records held by the brand’s organisation can be challenging.

To recap, there are two levels of access to social data:

1. Public profile and interaction data

This category comprises data which of undermining consumer trust from the social media user agrees can be such practices are a concern. For this openly viewed. On Twitter, this often reason, there are few public case includes username, bio and location, studies in this area. and other data points that can derived from public Twitter activity such as Private profile and interaction data sentiment and influence. 2.

To date, brands have had limited ability This category comprises data where to match this data to their internal the social media user has set their profile CRM databases at a customer level. and activity so that only connections Third-party matching services do exist. or a defined group of users can see These services access and match large them. For example, Facebook profile amounts of publicly available social data such as a user’s birthday and home information, such as customers’ publicly town and interactions such as status stated interests on Facebook profiles, updates are often set to private by Twitter hashtags they interact with, and users so that only friends can see them. the organisations they work for from LinkedIn profiles. However, as customers If brands ask users for access to this have not explicitly given their consent data – making it clear what users will to this data collection, success rates in get in return – some of these data points matching social and CRM data can be can be accessed at a customer level low. Self-evidently, such data reflects through authentication and social login. only what customers want to reveal about themselves publicly on social. In addition, for some brands the risks 6. Approaches (II): personalised experiences | 103

Example

Channel 4

Channel 4 enables audience “Through registration, our members to register for access audience gains a deeper, more to its on-demand catalogue either rewarding viewing experience… through email and password creation or by social login using Facebook, and in turn, via the social login Twitter or Google credentials. In information, we have a greater exchange for the social data provided insight into our audience which (which for Facebook includes access in turn informs our viewer to the individual’s public profile, friend engagement strategy.” list and email address), Channel 4 signposts the benefits of registration, Steve Forde, Head of Viewer Relationship including access to the back catalogue, Management, Channel 437 personalised reminders for favourite programmes, and exclusive content.

The social data available varies by platform (see section 4 for further detail). While these data points can help organisations gain greater insight into frictionless as possible. In addition to the their customers, there is relatively little practical problems caused by the speed, evidence that brands are making full volume and fragmentation of social data use of the data associated with social already alluded to, some brands view authentication. The primary motivation relying on social platforms for a critical for offering users the opportunity to part of their customer data strategy as register for services using their social too much of a risk. These complexities ID is currently to make sign-up as around data ownership have held back the spread of social media data integrations that could underpin greater use of personalisation. 6. Approaches (II): personalised experiences | 104

Case study | adidas

Team Messi Movement

A three-year programme, including a social CRM drive, helped adidas recruit new and higher-spending customers and generate increased value from its sponsorship of football star Lionel Messi.

Objectives Argentinian football star Lionel Messi has been an adidas asset for his entire professional career and yet in 2013 attribution between the brand and the player was low. In response, adidas decided to build brand equity by streamlining all of its Messi activations into a single, clearly positioned platform with the aim of:

Increasing adidas-Messi attribution amongst the target consumer by Converting 10% of fans who ‘followed’ up to 40% by the end of 2015 or ‘liked’ Messi into a Team Messi movement and social community

Driving CRM acquisition and Increasing consumer engagement and sales conversion from the supporting key product launches with Team Messi social community unique content and experiences 6. Approaches (II): personalised experiences | 105

Case study | adidas

Team Messi Movement

Strategy The target audience comprised 14 to 19-year-old digital natives, who expected their favourite brands to be on social media, serving up entertaining and exclusive content. Team Messi provided a clear value exchange for consumers by creating a platform for overt celebration of the star player, with the promise that fans would get unprecedented access to Messi in return for their time, attention and following.

The execution included: 1 2

An always-on social media programme A series of high-profile campaigns for across Twitter, Facebook, Instagram product launches and key calendar and Vine with the community manager Messi moments, such as the ‘Speed working closely with Leo’s sport of Light’ boot launch and Leo’s fourth marketing manager at adidas to provide win of the Ballon d’Or prize, to assist inside scoops, exclusive behind the in generating buzz, demand and sell- scenes images, and real-time approvals. through, driving traffic to the brand’s social ecosystem, ecommerce and retail stores. 6. Approaches (II): personalised experiences | 106

Case study | adidas

Team Messi Movement

Impact • 483,000 Twitter followers, 1.8 million Facebook ‘likes’ and 220,000 mobile app downloads within the first 12 months Global revenue • Engagement levels on Team Messi social forecast for Messi platforms higher than main adidas football icon products platforms (disproportionate to community size) surpassed by • 23,000 Team Messi fans in the adidas CRM database at the end of year one, 60% of whom were new acquisitions % • Team Messi fans in the database were worth an average of €10 more than other consumers 17 in the database • Average sales conversion levels for the Team Messi fans were higher than the football category norm • Global revenue forecast for Messi icon products surpassed in year one by 17%, leading to the business unit building a case for apportioning 10% of 2015 revenue forecast into the Team Messi platform • And crucially, adidas was on-course by the end of year one to surpass its three-year attribution objectives, with significant uplift in Spain, Korea, France, Italy, Brazil, Russia, Germany, UK, Japan, China and USA

Agency Credits 6. Approaches (II): personalised experiences | 107

Case study | O2

Personalised Marketing at scale

How O2 uses personalisation to drive brand love, loyalty and sales.

With over 24 million customers, O2 runs 2G, 3G and 4G networks across the UK, as well as operating O2 Wifi and owning half of Tesco Mobile, running 450 retail stores and sponsoring the England rugby union team.

O2 creates a clear value exchange for customers who receive more tailored offers and better value for money, in return for the insights the brand is able to draw from their customer data and behaviour. The challenge for the business has been how to leverage mass personalisation to meet the customer demand to be treated as an individual as opposed to a segment. 6. Approaches (II): personalised experiences | 108

Case study | O2

Personalised Marketing at scale

O2 uses personalisation to deliver on three objectives:

1 Brand love and consideration

As part of its broader #WearTheRose campaign to support the England Rugby team in the run- up to the 2015 Rugby World Cup, O2 transformed the roof of The O2 into a giant canvas for projecting fan tweets.

To be in with a chance of having their tweet projected onto the roof, users needed to tweet messages of support using O2’s #WearTheRose hashtag. The winners received an exclusive image and GIF of their projection from O2’s dedicated sports handle, @O2sports. The activation ran for seven weeks with thousands of tweets projected on to the roof. Although the effectiveness of the ‘Rose on the Roof’ activation was not isolated, O2 was able to measure the impact of the overall #WearTheRose campaign using market mix modelling to demonstrate a positive profit ROI. 6. Approaches (II): personalised experiences | 109

Case study | O2

Personalised Marketing at scale

2 Loyalty and retention

O2’s loyalty programme, Priority, brings customers a wide range of exclusive offers and tickets spanning food and drink, travel, shopping, entertainment, sports, and health and beauty. To surface the most relevant offers and deliver the greatest value to individual customers, O2 personalises message delivery based on both explicit preferences (for example, those who have expressed an interest in sports offers in their profile) and implicit behaviour (for example, past redemptions).

Explicit preferences Precision targeted Deep-linked Implicit behaviour offers and experiences experience 6. Approaches (II): personalised experiences | 110

Case study | O2

Personalised Marketing at scale

3 Re-sign and selling

The team uses its CRM database to power Facebook Custom Audiences, reaching the right customers at the right time with the right creative. Customers are shown different creatives according to their purchase journey stage: early upgraders, upgraders, and out of contract. The tailored approach has led to a 49% decrease in cost per order on average across all three segments.

Personalised creative for each lifecycle stage:

Early upgraders Upgraders Out of contract

% decrease in 49 cost per order 6. Approaches (II): personalised experiences | 111

Case study | BBC myBBC

Launched in 2014, the BBC’s personalisation programme, myBBC, The BBC is is enabling the corporation to better understand its audience members in reinventing order to create relevant, compelling and public service innovative content and services. Social broadcasting is used both as a source of insight and a communication channel in its own right. through data.

The BBC is home to a huge range of content spanning news, weather, sport, television and radio. It originates and distributes content which is consumed by 96% of the UK population each week. For audience members this means a vast range of highly relevant but untapped content and services which can be difficult to discover. For the BBC this means a wealth of opportunities to create valuable experiences for audience members across products and platforms. 6. Approaches (II): personalised experiences | 112

Case study | BBC myBBC

Success stories for the myBBC programme to date include:

• Launching a BBC ID which provides • Launching a range of personalised a single sign in for all BBC services features for non-signed-in audience to enable personalised experiences members, including: cross-product and platform. The BBC ID has enabled the – A myNews feature on the BBC introduction of BBC iPlayer News app enabling users to features, such as the ability to receive news tailored to their tag programmes as favourites interests and local area and track the release of new – An automatic location finder in episodes, and to pause content on the BBC Weather app to find one device and resume it on another. a user’s location and provide location-based weather updates – The option to receive personalised BBC Sports updates about favoured teams and sports 6. Approaches (II): personalised experiences | 113

Case study | BBC myBBC

The myBBC team has used a test and learn approach in small pilot projects to gauge the merits of different personalisation approaches and share learnings across the organisation before scaling up and adding complexity. This includes pilots to understand the role and value of social media and social media data within the myBBC strategy. BBC Masterbrand Profiles Pilot 1 Objective The BBC masterbrand social accounts were created to bring together relevant content from across the organisation for audience members for the first time. These new Facebook, Twitter and Instagram accounts were designed with personalisation in mind due to the sheer breadth of BBC content available for them to promote.

Strategy Several test audience segments were identified using social data attributes such as age, location and interests. Respective content strategies and calendars were developed to deliver consistent messaging featuring BBC content relevant to each audience segment. For instance, wildlife enthusiasts might be targeted with BBC Earth content as well as BBC iWonder features and previews of BBC One wildlife programmes. In addition to targeted content, the team delivered a broadcast strategy across each account as a benchmark.

Impact Targeted organic Facebook posts achieved 20%-30% higher engagement than non-targeted posts and achieved equal reach to paid posts due to the viral effects of audience engagement. These learnings were used to refine the strategy for the masterbrand accounts and inform the BBC’s broader social media activities. 6. Approaches (II): personalised experiences | 114

Case study | BBC

myBBC

Pilot 2 BBC Three Social CRM Pilot Objectives When BBC Three announced it would be available online only from Autumn 2015 onwards, the team set up a pilot social CRM programme for engaging with BBC Three audiences on Twitter. The objectives were to build brand advocacy and help retain a loyal online viewership while testing the value of social CRM capabilities for other BBC brands and products.

Strategy Traditionally, BBC Three’s social media team had responded to its audience on Twitter in an ad hoc manner due to time and resource constraints. Social segmentation analysis showed that BBC Three had a core base of enthusiasts, but that over 90% of the team’s responses to date were with audience members who had relatively low engagement with the brand. This approach meant that both highly 2x engaged audiences, and those with a higher social increase in following and reach, were not being rewarded, engagement level thereby limiting the potential for brand visibility through audience advocacy. A custom app was built to help the social media team identify and prioritise Twitter users who were highly engaged with the brand, as well as to segment these users by the size of their following.

Impact Using the new segmentation and app to prioritise responses, the team achieved a two-fold increase in engagement levels and a three- fold increase in impressions for its replies. The functionality has been fed into the feature roadmap for the marketing platform which is being rolled out across the wider organisation. 6. Approaches (II): personalised experiences | 115

Case study | BBC myBBC

The next step: Integrating social media to deliver a unified audience experience

Small pilots have been critical to understanding whether and how social media can contribute to the organisation’s broader personalisation agenda, and how these capabilities can be scaled up. The evidence from the pilots to date appears largely positive, delivering social effects such as reach and engagement and engaged user journeys from social media referrals to the BBC website.

In seeking to deliver a unified audience experience of the BBC, the ongoing programme is looking at the potential benefits and challenges of integrating social media and the BBC ID. The central focus and driving force for the team in its approach to defining the future roadmap and addressing these challenges remains the end goal of delivering the greatest value to audience members, while ensuring continued audience trust and a clear understanding of data use and permissions. 7. Approaches (III): customisation, co-creation and community | 116

7. Approaches (III): customisation, co-creation and community

7.1 Customisation and co-creation

7.2 User-generated content

7.3 Data-driven creatives

7.4 Community and social recommendation 7. Approaches (III): customisation, co-creation and community | 117

Future Foundation’s study, ‘The Future The trend towards consumer enablement of Marketing and Agencies: The Next 10 is central to the topic of relevance and, Years for Consumer Engagement’, (see in particular, to the role that social media section 1.1) describes emerging models will play in its creation. Brands are using where brands provide self-sufficient customisation, co-creation and peer-to- consumers with the tools and platforms peer recommendations to leverage the to achieve their full potential. For effects of earned media and advocacy example, the brand that takes the role of and move relationships from one-way a valued friend or coach, providing the messaging to two-way collaboration. stage for the consumer to be the star Whereas personalisation typically (Me and the Brand Next Door Model) describes the use of data to tailor and the brand which acts as a toolbox, experiences, brands are increasingly providing more functional engagement enabling consumers to tailor and share where the consumer is in charge of their brand content and recommendations experience (iControl Model). themselves. This raises the question: to what extent will the future of relevance be consumer-enabled rather than brand-led?

Whereas personalisation To what extent will typically describes the use the future of relevance of data to tailor experiences, be consumer-enabled brands are increasingly rather than brand-led? enabling consumers to tailor and share brand content and recommendations themselves. 7.1 7. Approaches (III): customisation, co-creation and community | 118

Customisation and co-creation

Social media strategies are increasingly incorporating elements of customisation into creative implementations in order to drive engagement and leverage sharing behaviours and earned media.

These include the use of two approaches:

1. User-Generated Content 2. Data-Driven Creatives Enabling individuals to tailor and share Enabling individuals to generate tailored brand content through co-creation. content based on their social media data, for example, the individual’s profile data, networks or past interactions.

Success attracts attention in this field. Teens were then encouraged to share One of the best known success stories a Coke with a friend’s name on it, and is Coca-Cola’s ‘Share a Coke’ campaign create and share virtual bottles with which has run in several international customised labels. Other FMCG brands markets (see case study, p125). At have followed with similar campaigns, the heart of the campaign, which was including Marmite’s ‘Personalise Your designed to tap into teenagers’ social Marmite’, Nutella ‘Your Nutella, Your behaviours, was the decision to replace Way’ and Oreo ‘Colorfilled’, each driving the brand’s logo temporarily on its customers to the brands’ respective bottles with 250 popular teenage names. ecommerce proposition. 7. Approaches (III): customisation, co-creation and community | 119

Customisation vs. Personalisation

The ‘Share a Coke’ campaign has But this connection does not have to sparked debate over the distinction be reflected in a completely unique between the terms ‘customisation’ and experience for the individual from ‘personalisation’ which are often used beginning to end. Instead, it can be the interchangeably. Common definitions case that one or more unique attributes for each term suggest a distinction in of the individual have been embodied the one-to-one brand-led relationship into the product or service. implied by personalisation: Both approaches can deliver greater Customisation involves modifying relevance for the consumer than something to suit a particular individual untargeted experiences but can be or task. The product, service or used to deliver on different objectives. experience was not made for a specific Customisation strategies will typically individual and does not imply a one-to- see a brand act as an enabler providing one relationship between the brand and the platform for individuals to customise the user. In customisation, something and share content at scale. These which has been produced for the mass strategies remain closer to the realms market or for a different purpose is of mass marketing compared to adapted to suit the needs of individuals. personalisation, and the often higher engagement rates and the increased Personalisation involves designing propensity for consumers to share or producing something for a tailored content can make these specific individual’s requirements, strategies effective in driving KPIs such or incorporating attributes that as brand awareness and advocacy. are identifiable as belonging to a specific person, such as their identity, past behaviour or preferences. Personalisation indicates a relationship between the brand and a specific individual, a one-to-one connection. Customisation strategies will typically see a brand act as an enabler providing the platform for individuals to customise and share content at scale. 7.2 7. Approaches (III): customisation, co-creation and community | 120

User-generated content

Enabling users to tailor and share content has gained momentum Example as a brand tactic. Witness the Gatorade popularity of GIFs and other related social media platform features. Gatorade’s sponsored lens for the These can help drive interactions Super Bowl enabled Snapchat users to with brands and encourage sharing dunk a virtual cooler of Gatorade over to achieve viral reach and peer-to- their own video selfies and share these peer endorsement. customised videos. The sponsored lens generated 160 million impressions. Co-creation is an increasingly attractive option for brands within See case study, p127 this area. Co-creation is typically used as a feature in a broader campaign to drive engagement and to attain viral effects for the brand, since these effects can help deliver reach at a lower cost than other media. It has become common for brands to concentrate their co-creation initiatives around Co-creation aims to attain popular live events – such as major viral effects for the brand… sports fixtures – in a bid to engage these effects can help deliver consumers, without incurring the reach at a lower cost than heavy costs that can be associated other media with sponsoring such sports properties. 7. Approaches (III): customisation, co-creation and community | 121

Example

EA Sports

EA Sports developed a real-time GIF generator to support sales of its NFL-based video game, ‘Madden’. The Giferator dynamically generated GIFs in real time, layering headlines and stats from NFL games as they happened with video game artwork featuring the relevant players. Fans were able to create their own GIFs to share online with other fans and rivals.

See case study, p128

Campaigns can also be designed to (for example, self-expression, peer be tailored by, and shared with, specific validation, humour, utility etc.) to ensure individuals. The micro-influencer success. The creative in question must strategies and case studies discussed also be easy to tailor and share, and in section 5.2 exemplify this approach. it needs to deliver a consistent brand message despite the tailoring. Creative execution needs to be compelling and tap into the underlying motivations for consumer sharing

Creative execution needs to be compelling and tap into the underlying motivations for consumer sharing. 7.3 7. Approaches (III): customisation, co-creation and community | 122

Data-driven creatives

The use of data to drive the creative Similarly, JWT’s ‘The Next Rembrandt’ itself has been gaining traction recently used big data and machine learning following some widely celebrated to enable a ‘new’ painting in the style campaigns. One of the best known of Rembrandt to be created. These has been the British Airways’ ‘Magic campaigns provide examples of fresh of Flying’ digital billboards. These ways of combining data and creativity. billboards showed a child standing up However, the areas seeing greatest and pointing whenever a BA plane flew interest and fastest growth relate to overhead. Information about the flight in personalisation. Social media data is of question, such as flight number and city particular interest as it enables brands to of origin, also appeared on the billboard provide a hyper- relevant and memorable screen. To power the campaign, BA message that the audience will more used a special type of antenna to pull in easily identify with and share with peers. transponder data from every plane within a 200km radius, with the ad triggered every time a BA plane flew overhead.

Social media data is of particular interest as it enables brands to provide a hyper- relevant and memorable message that the audience will more easily identify with and share with peers. 7. Approaches (III): customisation, co-creation and community | 123

Examples

Amnesty International Ubisoft

Amnesty International’s ‘Trial by Created for the release of ‘Watch Dogs’, Timeline’ app scanned data from a a hacker video game, Ubisoft’s ‘Digital user’s Facebook Timeline to deliver a Shadow’ app pulled information from very personal and relatable message a user’s Facebook activity to build a about the importance of human comprehensive profile of the user as rights and the persistence of illiberal if he or she were an assassin’s target. regimes round the world. Based on an This data included surfacing any public individual’s profile data, connections and photos and information on who the user past interactions, the app showed users most interacted with. It showed when what could have been the implications users were most active on Facebook, of their behaviour, such as swearing or where they were most likely to be found, drinking alcohol, in less liberal countries. their estimated salary, and a list of possible passwords to use in hacking See case study, p129 their accounts.

See case study, p131

These creative concepts used a broad range of social profile data. It was data that was both likely to be available for a brand to access and rich enough on the average user’s profile to form the basis of a compelling message. 7.4 7. Approaches (III): customisation, co-creation and community | 124

Community and social recommendation

Peer-to-peer communities and type (e.g. hourglass) and style social recommendations are likely (e.g. feminine – soft and romantic) to be integral to the future customer to enable other members to draw from experience and will become more the most relevant recommendations important to personalisation strategies for themselves. Members are also able as we move further towards consumer- to start conversation threads against enabled engagement models. reviews to thank members for their submissions, corroborate views or Communities have already changed the experiences, give their opinions, nature of the relationship brands can and ask for follow-up advice. hold with the consumer by providing an always-on, two-way conversation The move towards consumer- and collaboration. Many brands now enablement will make this peer-to- see community as integral to the delivery peer element more important, but the of their products/services. For example, key to success will lie in the two-way communities such as Lego Ideas and collaborative experiences. Brands GE First Build enable consumers to have experimented with using social be directly involved in new product recommendations through social development and innovation. Giffgaff is a login to support personalisation well known example of customer service with limited success. For example, communities where customers provide Netflix experimented with using the front-line customer support in return recommendations based on what for kudos points. your friends are watching, only to remove the feature. As part of a Fashion retailer Anthropologie provides one-way communication strategy an example of fostering a customer social recommendations will have community which can share and discuss a limited application and in many more detailed product reviews and cases have proven to come recommendations on its ecommerce across as forced and invasive. site. In addition to standard rating and review features, community members append their age range, height, body 7. Approaches (III): customisation, co-creation and community | 125

Case study | Coca-Cola

Share a Coke US

The ‘Share a Coke’ campaign used earned media to drive an increase in sales and consumption. First launched in Australia, the campaign has been rolled out to over 50 countries, including the US.

Objectives In 2013 the carbonated soft drinks market was down 3.3% and half of all US teens had not enjoyed a Coke in the past year. To increase its sales and nurture a more personal connection with US teenagers, Coca-Cola imported the ‘Share a Coke’ campaign to the US.

Strategy The campaign has rolled out to There is nothing more personal than your name. That is where the ‘Share a Coke’ concept was born: take the Coca-Cola brand name off 20-ounce bottles + and replace it with 250 of the most common teen names. It was a simple idea designed to reconnect 50countries teens to Coca-Cola.

The campaign intentionally launched small, allowing teens to discover the programme on their own terms and feel ownership of it. Custom 20-ounce packaging with 250 popular teen names generated instant interest as word of mouth spread through the social sphere. The only paid media was search, used to react to organic interest and drive traffic to shareacoke.com. After an organic launch, the team built a base of teen-targeted TV and online video. It layered in mass digital takeovers as well as a digital outdoor plan centred on key teen hangouts. The team invented ways for teens to participate and share through the use of personalised creatives. This included creating interactive human-sized Coke bottles on bus shelters where teens could type in their names, see these names on the bottle and share a picture of it. They were also offered the ability to create and share virtual name bottles on social media. 7. Approaches (III): customisation, co-creation and community | 126

Case study | Coca-Cola

Share a Coke US

Impact Sales of participating Coca-Cola packages rose by 11% in the US. ‘Share a Coke’ was more successful in driving sales in the US than in any previous market. Modelling analysis identified that overall, paid media drove 10% of incremental sales. Social buzz and interactions were also key to driving sales, with earned media directly contributing 5% to incremental sales, with Instagram proving a lead platform.

The brand’s key performance indicator is measured as ‘at least one Coke consumed in the last four weeks’ and is typically a hard-to-move metric. ‘Share a Coke’ helped this KPI increase five points among teens in just eight weeks from 2nd June to 28th July 2014. That translated to about 1.25 million more teens having tried a Coke that summer.

Agency Credits 7. Approaches (III): customisation, co-creation and community | 127

Case study | Gatorade

The Super Bowl Dunk

Gatorade’s Snapchat Super Bowl campaign enabled audiences to personalise and share videos of themselves being dunked in the product.

Objectives In 2016 Gatorade partnered with Snapchat to connect with the drink brand’s target audience of young competitive athletes during the Super Bowl, creating an ad campaign to play on the Super Bowl tradition of the Gatorade dunk.

Strategy Gatorade created a sponsored lens, which enabled Snapchat users to dunk a virtual cooler of Gatorade over their own video selfies and share these personalised videos which featured only the Gatorade ‘G’ as branding. The team promoted the lens with a video of Gatorade ambassador Serena Williams being virtually dunked.

Impact The isolated business impact of the campaign was not measured. However, the campaign delivered social reach with 160 million impressions. 160 m impressions 7. Approaches (III): customisation, co-creation and community | 128

Case study | EA Sports

Madden Giferator

EA Sports developed a real-time GIF generator to engage with American football fans in real time. 420,000+ Objectives GIFs were created The makers of Madden, the NFL-based and shared online video game, had seen its popularity dip. The business was seeking to reverse this by tapping into the excitement and team rivalry of the NFL season, and reach the 157million NFL fans in a real-time and relevant manner.

Strategy The team created the Giferator feature which dynamically generated GIFs, layering headlines and real-time stats from NFL games with video game artwork featuring selected players. These GIFs were segmented by team loyalties and distributed across games-related fan sites. Audiences were also given the opportunity to create their own GIFs to share with other fans and rivals.

Impact More than 420,000 GIFs were created and shared online by fans and players with widespread media coverage. Sales have not been attributed to particular media activations or the Giferator, but ‘Madden NFL 15’ was the top-selling title in the US for its release month, and the second bestselling in 2014.

Agency Credits 7. Approaches (III): customisation, co-creation and community | 129

Case study | Amnesty International

Trial by Timeline

Amnesty International used Facebook Timeline data to deliver a personalised and relatable campaign generating awareness for its human rights work.

Objectives In January 2013, New Zealand was named the country where people enjoyed the greatest freedom. Since the causes of freedom and human rights were not well-understood by New Zealanders or seen as sufficiently relevant to them, Amnesty International wanted to increase awareness and support for its work by giving New Zealanders a first-hand experience of life in countries where human rights aren’t well established.

Strategy Amnesty is a charity and there was no paid media budget to spend. Consequently, the campaign needed to be something that people would talk about and share. The brand’s solution was to create ‘Trial by Timeline’, a Facebook application which scanned data from users’ Facebook Timelines to show them what their behaviour would have cost them in other countries around the world. The application looked at users’ personal profile data such as age, nationality, relationship status, religious and political views, friends, and everything they had ever liked, posted or written on the social platform. 7. Approaches (III): customisation, co-creation and community | 130

Case study | Amnesty International

Trial by Timeline

Users received a summary of punishments their behaviour would have incurred in various countries. Users were encouraged to take action by joining the global movement and sharing their results with friends to create viral reach for the cause.

Impact The campaign sought to increase awareness, with a target of generating 100,000 unique visits to the Amnesty microsite. The campaign exceeded targets by driving 340,00038 unique visits, with an average visit duration of 7min 27secs. These visits extended beyond New Zealand, originating from over 200 countries. The Amnesty International New Zealand Facebook community grew by over 500% from 3,720 to 20,000, creating a bigger base for the charity to communicate with on an ongoing basis.

Agency Credits 340,000 unique visits 7. Approaches (III): customisation, co-creation and community | 131

Case study | Ubisoft Watch Dogs

Digital Shadow

To support the launch of hacker video game, ‘Watch Dogs’, Ubisoft’s app pulled information from a user’s Facebook activity to build a profile of the user that could be used by an assassin.

Objectives To drive interest in the 2014 launch of its new hacker video game ‘Watch Dogs’, Ubisoft created an app that showed users just how much information about themselves they shared online.

Strategy The team tapped into the public’s fears about online privacy by creating an app, ‘Digital Shadow’, which pulled information from a user’s Facebook activity to build a comprehensive dossier of an individual as if he or she were an assassin’s target. This information included:

• Who you are – surfacing any photos tagged as public • Who you care about – including who knows the most information about you that could be used against you, based on who the user interacts with and frequency of interaction • What makes you tick – a character profile, based on activity • Times of vulnerability – the best time to strike based on when you are most active on Facebook • Location – where in the world a user was most likely to be found, if location services or geo-tagging are turned on • Estimated salary – based on education and job title • A list of possible passwords to use in hacking accounts, generated from frequently used words, names of pets and other information 7. Approaches (III): customisation, co-creation and community | 132

Case study | Ubisoft Watch Dogs

Digital Shadow

Based on all the information scraped, ‘Digital Shadow’ predicted how much a person’s data was worth. Users were then given the opportunity to share the details revealed with their friends online.

Impact More than two million unique visitors went to the ‘Digital Shadow’ site, with user time averaging over five minutes. The highly personal experience sparked controversy beyond the gamer crowd, + with news organisations and privacy advocates fuelling the widespread debate. 2m unique visitors Agency Credits 8. Looking ahead: the hype cycle, IoT and AI | 133

III. What next?

8. Looking ahead: the hype cycle, IoT and AI

8.1 The hype cycle: it’s still early days 8.2 The Internet of Things 8.3 Artificial Intelligence

9. Future challenges

9.1 How can we balance relevance and reach? 9.2 What does brand experience mean in the age of personalisation? 9.3 Data savvy, not data driven: what are the limitations of data and analytics? 9.4 Whose data is it anyway? 9.5 What is the future role for agencies? 8. Looking ahead: the hype cycle, IoT and AI | 134

8. Looking ahead: the hype cycle, IoT and AI

8.1 The hype cycle: it’s still early days

8.2 The Internet of Things

8.3 Artificial Intelligence 8.1 8. Looking ahead: the hype cycle, IoT and AI | 135

The hype cycle: it’s still early days

It is usual for new technologies to This is often followed by a period in follow a similar trajectory. Gartner, the which users gain a more concrete and technology research group, describes robust understanding of the business this as a hype cycle characterised by benefits of the new technology and tech five distinct phases39. Typically, the cycle providers release improved versions begins with a phase of early adoption of the product. These developments of and experimentation in the new improve understanding and working technology. The publicity generated processes, bringing the technology by success stories associated with the to the point where it has developed technology causes more companies to sufficient adoption and maturity to take note and join these early adopters, contribute significantly to business inflating expectations about the benefits and productivity. technology’s potential. This will lead to a period of disillusionment in which early experiments fail to meet the unrealistic expectations placed on them.

Gartner Hype Cycle

Peak of inflated expectations

Slope of enlightenment Plateau of productivity Visibility

Trough of disillusionment Technology trigger

Maturity Source: Gartner 8. Looking ahead: the hype cycle, IoT and AI | 136

In this context, personalisation can be Other technology ‘triggers’, such as considered to be at the stage where it the Internet of Things and Artificial has attracted a sufficient number of early Intelligence, are at earlier stages in the adopters to experiment in this area and cycle and will continue to drive new the results have raised expectations. In opportunities and experimentation. many cases, organisations have been In this section, we explore these able to identify success stories from developments and the implications these early tests. However, the complexities have for future trends in personalisation. around data and technology and the investment required serve as barriers to more meaningful and wider uptake by organisations.

...personalisation can be considered to be at the stage where it has attracted a sufficient number of early adopters to experiment in this area and the results have raised expectations. 8.2 8. Looking ahead: the hype cycle, IoT and AI | 137

The Internet of Things

What is the Internet of Things?

The Internet of Things (IoT) is the In the context of social media and networking of physical objects — communications, IoT provides new such as wearable devices, vehicles, possibilities for consumers to share and buildings — that are fitted with information with one another, and with sensors and network connectivity brands. Early applications currently which permit these objects to gather range from fitness wearables which and exchange information. It creates allow you to share your new personal a new set of touchpoints for consumers best with peers, to ‘smart’ clothing and brands to interact. It has potential containing connected sensors enabling to be both a driver and enabler of you to interact with peers and loved personalisation, as well as to change ones remotely (examples include how the industry thinks about peer- CuteCircuit’s Hug Shirt and to-peer networks and data. Durex’s Fundawear).

The new possibilities already created For brands, IoT has the potential by fitness wearables, connected coffee to change sales models and the machines and smart energy meters nature of brand-consumer relationships, provide potential added value and particularly when innovation is already convenience for consumers. These redefining the boundaries between devices typically make it easier to products and services. For example, complete goals or carry out tasks. Graze offers a subscription snacking They can solve problems and/or service in a market traditionally create new demand. (For example, dominated by stand-alone products, Nespresso’s connected coffee machine, and change is evident in many Prodigio, enables customers to schedule other categories from shaving a brew through a smartphone app as (the subscription-based Dollar well as monitor and re-order coffee Shave Club), to music (Spotify), capsules to ensure supplies never to groceries (Hello Fresh). run out.) 8. Looking ahead: the hype cycle, IoT and AI | 138

How will the IoT shape the future of personalisation?

The IoT could shape the future of personalised consumer experiences in three ways:

B. A. As product/service delivery Brands will be able to personalise transforms and the number experiences in ways which of brand touchpoints were not previously possible. increases, marketers will have The increase in devices access to more data to fuel and touchpoints will provide personalisation, including sensory more opportunities for delivery and contextual information. and engagement.

C. In an ever more complex environment, providing consistent and relevant experiences for consumers will become increasingly important, allowing brands to cut through the clutter. 8.3 8. Looking ahead: the hype cycle, IoT and AI | 139

Artificial Intelligence

Many case studies in this guide What is Artificial Intelligence? demonstrate examples of increased AI is a field of study seeking to create personalisation to defined groups rather machines capable of processes or than unique experiences for individual behaviour which would usually require customers. This reflects the operational human intelligence. It encompasses and cost challenges involved in trying machine learning techniques with to tailor experiences to increasingly the ability to detect patterns in data granular audience segments on a and learn from experiences to modify larger scale. processing based on new information.

It may be possible to predict what is One area of AI attracting increasing appropriate and relevant personalisation attention relates to chatbots. These for an individual or a small group. But are an application of AI and machine will it be viable to do this for 100 discrete learning techniques in which bots are groups of customers? How about used to provide responses to customers 10,000 groups or 100,000? Common via social media and mobile messaging sense would suggest that it would not apps. There have been some successful be cost-effective for an organisation pilot exercises with chatbots, but to tailor propositions beyond a certain also some widely publicised failures. granularity. However, developments Of course, a chatbot will be limited by such as Artificial Intelligence (AI) the quality of the dataset from which it may in future make it more viable learns. And there is certainly a need for for brands to offer a higher degree further development to limit brand risk. of personalisation at scale. In some instances, the public knowingly

Developments such as Artificial Intelligence may in future make it more viable for brands to offer a higher degree of personalisation at scale. 8. Looking ahead: the hype cycle, IoT and AI | 140

tricked bots into making offensive The airline, KLM, was one of the first comments. Coca-Cola’s automated European brands to launch a chatbot #MakeItHappy campaign in 2015 was for Facebook Messenger. The service suspended after it was tricked into enables KLM passengers to receive tweeting lines from Adolf Hitler’s ‘Mein their itinerary, flight updates, check-in Kampf’. Similarly, in 2016 Microsoft’s notifications, get boarding passes, and AI chatbot, Tay, was taken offline for rebook flights all from one thread within posting racist and genocidal tweets. Facebook Messenger. There is no need However, the technology’s ability to to go to the KLM website or download process high volumes of responses at its app. speed makes it an attractive option for use in customer service. The opportunity for bots to take the lead in managing the customer experience is The Chinese market provides good obvious. Humans are very comfortable use cases in this respect. An estimated communicating via text, so combining a 600m Chinese people use messaging text user interface with capabilities that app WeChat, to do a variety of tasks anticipate the user’s needs could form from booking doctor’s appointments to the basis of a powerful proposition to paying utility bills without having to go consumers. Examples include fitness via a third-party website or app. app Lark, and fintech apps such as Digit and Penny. These services are designed to help consumers arrive at desirable outcomes (e.g. better fitness/ increased savings). They use text-based, conversational interfaces, integrating with brands’ existing infrastructures.

KLM passengers can receive their itinerary, flight updates, check-in notifications, get boarding passes, and rebook flights all from one thread within Facebook Messenger. 8. Looking ahead: the hype cycle, IoT and AI | 141

How will AI shape the future of personalisation?

If machine learning can enable This scenario touches on questions organisations to deliver personalised voiced throughout this report. Will customer service responses or consumers of services based on AI find recommendations at scale, then this has too much personalisation creepy and will huge implications for personalisation. their affinity with the brand start to fall into an ‘uncanny valley’? If organisations rely on AI to personalise interactions with consumers on an individual basis, then how will they ensure that consumers still have a coherent and consistent experience of their brand? Notwithstanding these concerns, it is hard to imagine that AI will not be more widely used in future to manage the customer experience. If organisations rely on AI to personalise interactions with consumers on an individual basis, then how will they ensure that consumers still have a coherent and consistent experience of their brand? 9. Future challenges | 142

9. Future challenges

9.1 How can we balance relevance and reach?

9.2 What does brand experience mean in the age of personalisation?

9.3 Data savvy, not data driven: what are the limitations of data and analytics?

9.4 Whose data is it anyway?

9.5 What is the future role for agencies? 9. Future challenges | 143

As brands and agencies, we need to challenge ourselves and address areas which are critical to the successful future development of relevant, integrated and consistent personalised experiences for customers.

The principal questions we face in this regard are:

9.1 9.2 9.3 What does it mean What are the How can we balance to deliver brand limitations of data relevance and reach? experience in the age and analytics? of personalisation?

9.4 Whose data is it anyway? 9.4 What is the future role for agencies? 9.1 9. Future challenges | 144

How can we balance relevance and reach?

As marketers, we often debate the Prof Sharp’s central argument is that tension between relevance and reach. advertising needs to deliver broad reach Advances in technology and data to be truly effective. In this view, brands availability have enabled brands have often taken a more limited view of to target their efforts with greater their potential buyers and their potential granularity, including down to the competitor brands than is actually the level of individual customers. case. For example, a premium coffee brand may view its main rivals as Brands such as O2 and EE that have other premium products. In fact, it is adopted targeted, data-led strategies also competing with value products, report that these have produced as well as tea, energy drinks, caffeine increased engagement and business pills and even a morning jog or swim benefits such as improved conversion in its ability to refresh and wake us up. rates and lower costs, compared In many cases, by aiming for broad to untargeted approaches. reach (including outside the immediate target audience), brands will be able to Yet the evidence from many years’ influence buyers who are not currently analysis by the Ehrenberg-Bass Institute in their target market but who could be – popularised in books such as Prof in future. Byron Sharp’s, ‘How Brands Grow’40 – encourages us to prioritise breadth and reach as the most effective ways to grow and maintain brands.

...brands have often taken a more limited view of their potential buyers and their potential competitor brands than is actually the case. 9. Future challenges | 145

Furthermore, a brand that reaches Today, personalised marketing is out beyond its target market with a typically used to deliver highly targeted consistency of messaging and creative messages with relevant content to can engender a widely held perception limited groups. However, by consistently of that brand and its values. Wastage in narrowing our target market, are we this respect is necessary to create the reducing our ability to reach potential shared cultural meanings associated customers and verging towards with a brand. For example, in their delivering efficiencies and short-term article, ‘AdMap Mythbuster: Waste gains as opposed to long-term brand Not’41 , Les Binet and Sarah Carter, effects, such as fame? of adam&eveDDB, contend that broadcast advertising has the ability While short-term effects can lead to to change the way society feels about immediate gains to the top and bottom a brand through creating shared line, the IPA publication ‘The Long and experiences and talk-ability. the Short of It’42 demonstrates that the sum of short-term effects does not equal This is particularly applicable for brands that of long-term effects, and short- that are frequently consumed in public, term effects are less likely to generate such as newspapers, clothes, drinks improvements in key indicators of brand or credit cards, where the value of the health, such as brand value and price goods is in part derived from how those inelasticity. If brands focus too much on outside the target market perceive the short-term effects, they can risk eroding brand. Think of how the aspirational these critical brand health indicators and perception of luxury fashion brands is in base sales over the longer-term. part shaped by those consumers who cannot afford to buy them, but who are exposed to them when other consumers wear those brands in public.

...by consistently narrowing our target market, are we reducing our ability to reach potential customers and verging towards delivering efficiencies and short-term gains as opposed to long-term brand effects, such as fame? 9. Future challenges | 146

Rather than take up polarised positions As data and technology provide in this debate, we should be asking, organisations with more ways to invest what is the appropriate balance of their money and resources, they need relevance and reach for each brand? to ensure they do not jettison without How can relevance and reach be used good cause the existing evidence both separately and together to achieve of how mass marketing can work to the organisation’s overall short and build brands. It is therefore prudent for long-term goals, and when is it better organisations to adopt a ‘test and learn’ to prioritise one type of objective over approach to personalisation to ensure the other? that they can develop the learnings on which to build going forward, but also This report argues that personalisation to ensure that these learnings feed into can deliver benefits to the consumer the organisation’s wider knowledge and the business. However, it is vital base about how to balance relevance that if brands are to make a success and reach across all its activities, of personalisation that they are clear new and old. about why and how they are deploying personalisation, and how they will measure the benefits of personalising activities. Organisations need to find and review the ‘right’ amount of personalisation for their particular brand to offer, since too much may put off consumers or be too costly or onerous Brands need to be clear to sustain. They need to be equally about why and how clear about when personalisation should they are deploying not be used (or not used yet), because personalisation and other channels or approaches would be more appropriate, more effective how they will measure or more scalable. the benefits. 9.2 9. Future challenges | 147

What does brand experience mean in the age of personalisation?

An organisation’s brand represents a For, if I am receiving a unique brand consistent expression of its creative experience tailored to me, will I have identity, its raison d’etre and its values. the same consistent idea of the brand It gives consumers and organisations as the next person? Furthermore, I may a means of differentiating between receive a personalised experience of a providers and lays the foundations brand via one of its touchpoints, but not for the public’s expectations of, and via others creating inconsistencies in my relationship with, the brand owner’s own experience. Even if personalisation organisation. Branding communicates were not potentially contributing to the the promise of functional and emotional fragmentation of the brand experience, benefits that the brand organisation the growth of digital media and peer- aims to deliver in reality. to-peer networks has already given consumers greater power to shape By using broadcast media to perceptions of a brand that are at odds communicate a consistent set of with the carefully crafted messages imagery and other creative assets, and imagery that the brand’s owner brands can construct and maintain has developed. what Byron Sharp calls ‘positive memory structures’ which shape the In such a context, the role of brand and perception of the brand and its potential the way in which it is managed become benefits shared by audiences and the more important. We are moving from wider market. It is little wonder then an age of marketing a carefully crafted that some see personalisation as external image to one where we must a challenge to this way of thinking deliver a consistent and authentic, about brand building. end-to-end experience. A brand’s values and what it stands for needs to be central to delivery of every aspect of the customer journey and experience, We are moving from an age enabling the brand owner to continue of marketing a carefully to reap the benefits that consistent crafted external image to branding provides. one where we must deliver a consistent and authentic end-to-end experience. 9.3 9. Future challenges | 148

Data savvy, not data driven: what are the limitations of data and analytics?

Personalisation is just one example of For instance, if a brand has no data the shift towards a data-driven culture on a new customer, how can it create which is taking place within many the most relevant customer experience? organisations. Increasingly, organisations If the user shares an account with are using data and analytics to underpin her partner, how can the brand ensure significant investment decisions and it surfaces relevant content for her as processes previously more reliant an individual? on human creativity and judgment. But whilst acknowledging the potential Algorithms can be powerful tools for of data and analytics to play a critical predicting preferences based on the role in delivering effective brand individual’s past behaviour or those experiences, we must not ignore their of other customers that ‘look like’ the fallibilities and strategic limitations. individual. But as section 2.3 argued, there is a risk that algorithms can simply The insight we draw from data and act to reinforce existing behaviours, the uses we can put this insight to limiting the user’s discovery or access rely on the availability, integrity and to other information, products and completeness of the underlying dataset, voices, and offering only a restricted as well as the way in which we treat expression of the brand. and analyse it. Marketers should acknowledge any limitations to ensure that data informs their decisions, but does not dictate them.

Marketers should acknowledge any limitations to ensure that data informs their decisions, but does not dictate them. 9. Future challenges | 149

The speed, volume, accuracy and However, this can lead us to believe seeming completeness of the data there are real relationships in the data available to modern organisations whereas these linkages might be trivial. can in itself pose additional challenges The risk is the data is simply generating to the integrity of insight. The US data a larger number of false positives – expert Nate Silver43 suggests that our findings that are statistically significant predictions may be actually more prone but manifestly wrong. to failure in the era of big data: In these circumstances, validation “We face danger whenever information processes, through analytical growth outpaces our understanding techniques, but also through human of how to process it. The last forty years input and contextual expertise, of human history imply that it can still become ever more critical. Although take a long time to translate information commentators may downplay the role into useful knowledge and that, if we are of human judgement in data analytics, not careful, we may take a step back in it remains central to our ability the meantime.” to extract value from data.

Since there is an exponential increase It is easy to ignore the challenges and in the amount of available information, limitations of data and analytics. We all there is also an accompanying want to assume that the answers will be increase in the number of hypotheses straightforward and the interpretations to investigate and a commensurate objective. But we need to address these growth in the number of false positives challenges head on. Otherwise, we run generated. the risk of failing to capitalise on the much promised opportunities that data It has long been recognised that, given and analytics can deliver. a large enough sample size, most data points will show statistically significant correlations. At some level, everything is related to everything else. 9.4 9. Future challenges | 150

Whose data is it anyway?

Data ownership is a thread connecting which leverage the value of this data. many of the challenges associated with Commentators, such as the writer and personalisation and the use of social academic Doc Searls, describe this as media data. There is a tension between a move from CRM (customer relationship the value generated for brands (and management) to VRM (vendor consumers) by collecting personal relationship management)44. In this data and the perceived and real threats environment, it is argued, the balance to privacy that this data collection of power will subtly shift from the vendor can spark. Consumers have complex to the individual who is increasingly able and changing attitudes towards their to aggregate what the brand knows personal data. Personalisation strategies about them. need to find the sweet spot, delivering a customer experience led by demand A good example of the way this area and customer value rather than by the is developing is Citizenme, an app that mushrooming supply of data. “helps you take control of your data and gain value from it”. The app offers There is also a tension between the roles a range of ways in which users can of advertisers, media owners (including collect data about themselves and social media platforms) and consumers generate value from it. In this shift, as to who should own this data. Access marketing will no longer be something to many social media data points is that gets done to consumers but instead dependent upon the platform owners’ will empower consumers to take more strategies, which can be subject to control and exert more agency in the change with little warning. As a result, marketplace. brands have limited how much they rely on and integrate social data.

We are increasingly seeing consumers empowered to own and control use of We are increasingly seeing their own data. Brands are emerging consumers empowered that allow consumers to curate the data to own and control use about their own lives and use services of their own data. 9. Future challenges | 151

The types of value currently offered via the Citizenme app fall into four categories

Personal insights With the user’s permission, social media Altruistic donations profiles are analysed to show how their Citizenme users can donate their data, personality traits vary across different anonymously, to charities for research networks. E.g. Are you an extrovert and analytics purposes. on Facebook but more introverted on Twitter? Fun The app also includes quick polls and Cash rewards quizzes that users can take part in to see Citizenme’s brand partners can make how their opinions compare to others. cash offers to Citizenme users for their personal data. All exchanges of data remain anonymous for market research and analytics purposes.

The long-term aim of Citizenme is to apply Artificial Intelligence to support users’ life decisions in areas such as financial management and health. It believes that when people better understand themselves, businesses better understand people.

These types of organisation are reframing the discussion around data in ways which have the potential to widen the possibilities for personalisation, so that in addition to brands choosing to introduce more personalisation for consumers, consumers would be able to take the lead in personalising their relationship with brands. 9.5 9. Future challenges | 152

What is the future role for agencies?

Agency models need to adapt to support brands in using data and technology to improve their relationships with consumers.

New capabilities and partnerships However, many agencies are now Typically, creativity and data have been recognising the importance of data and kept separate with agencies specialising technology to creative executions and in one or the other area. are looking to address the knowledge and skills gap to meet changing client To some practitioners, data is seen as a demands. Some larger creative agencies barrier to creativity, a straitjacket which are starting to build dedicated data and limits ideas and stifles risk-taking. They analytics teams. fear that when data is applied to the creative process, it can overwhelm other Other agencies are also setting up elements such as creative talent, and innovation labs and similar structures to become over relied upon in decision- help further their tech propositions and making. In addition, the data may simply build relationships with the proliferation require new skills that the agency does of niche tech players and start-ups that not possess. are getting industry and client attention. Agencies that are not helping clients access and benefit from tech innovation risk being disintermediated, increasing the burden on clients of managing multiple suppliers. To some practitioners, data is seen as a barrier to creativity, a straitjacket which limits ideas and stifles risk-taking. 9. Future challenges | 153

The trusted adviser role Some clients will also take more Agencies need to become the trusted capabilities in-house to equip their advisers to their clients in order to organisations to handle larger volumes remain relevant and avoid the risk of of data in real time. This trend is disintermediation. Close partnerships developing at different rates depending with clients will help agencies on the type, maturity and appetite understand the market’s changing of the individual organisation. requirements and assist them in ensuring the agency’s proposition and capabilities While there remains a clear need are fit for purpose. As capabilities, for agencies to maintain their existing such as personalisation and social roles and functions, it is also important media, exert influence across broader that agencies prepare to act in future swathes of the client’s business, it is as trusted advisers in supporting important that agencies aim to develop clients with the set-up of such relationships that are broad as well as in-house capabilities. deep within the client’s organisation.

Close partnerships with clients will help agencies understand the market’s changing requirements and assist them in ensuring the agency’s proposition and capabilities are fit for purpose. One Not Everyone | 154

Contributors and references One Not Everyone | 155

The content of this book draws on a series of in-depth interviews with contributors from agency, client-side and social media platforms, and a thorough review of industry case studies and academic research.

A huge thank you to all of the project contributors listed below. They have been instrumental in shaping the insight and advice in this guide. And a particular thank you to my co-author Colin Strong of Ipsos and to the rest of the #IPASocialWorks team for their valuable input and guidance.

Celina Burnett

#IPASocialWorks Team ‘One Not Everyone’ Contributors • Stephen Maher, MBA & Chairman, • Charlie Palmer, Managing Editor, The Marketing Society Channel 4 • Janet Hull, IPA • Gareth Price, Head of Insight, • Christian Walsh, The Market The Social Partners Research Society • Hannah Fisher, • Michael Piggott, The Marketing Head of Marketing, RSA Society • Jake Steadman, Research Director, • Fran Cassidy, Cassidy Media International, Twitter Partnership • Joel Windels, VP Marketing, • Simeon Duckworth, GroupM Brandwatch • James Devon, MBA • Kristian Lorenzon, Head of Social • Celina Burnett, ASOS Media, Telefonica • Ray Poynter, The Future Place • Matt Rebeiro, Associate Director • Mark Earls, Herdmeister Digital Intelligence, Iris Concise • Christopher Wellbelove, BT • Peter Kirk, Head of Marketing & • Chloe Harper, TfL Audiences, Personalisation, BBC • Jessica Salmon, O2 • Rob Blackie, Global Head of Social • Dominic Grounsell, Travelex Products, Ogilvy & Mather • Sandra Hughes, Facebook • Russell Loarridge, Director, Janrain • Jake Steadman, Twitter • Sandra Hughes, Measurement Lead • Nat Greywoode, Twitter Northern, Central & Eastern Europe, • Andy Pang, Snapchat Facebook • Simeon Duckworth, Head of Data & Analytics Strategic Development, GroupM • Simon Luff, Strategy Director, Wunderman One Not Everyone | 156 References

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