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The
companies
and
marketers
who
do
understand
the
nature
and
nuances
of
building
brands
via
online
marketing
channels
know
8
“C-‐words”
you
don’t.
1.
Consumers
In
the
race
to
colonize
social
networks
and
press
users’
friends
into
service,
many
brand
managers
and
marketers
seem
to
have
forgotten
the
point
of
it
all—
to
sell
stuff
to
people.
To
sell
stuff
to
people,
your
brand,
and
the
online
market-‐
ing
channels
you
employ,
must
be
relevant
to
those
people.
Facebook
and
Twit-‐
ter
are
media
darlings
experiencing
exponential
growth.
Facebook
has
300
mil-‐
lion
users.
Twitter
is
expected
to
grow
to
18
million
users
by
the
end
of
2009.
So
it’s
not
surprising
that
brand
pages
are
popping
up
like
tract
homes.
While
it’
s
a
good
idea
to
leverage
Facebook
and
Twitter’s
popularity,
your
efforts
will
bear
little
fruit
if
your
target
consumer
doesn’t
use
these
channels.
It
seems
ob-‐
vious,
but
hundreds
of
fan-‐poor
Facebook
pages,
and
Twitter’s
60%
abandon-‐
ment
rate
are
testimony
to
the
fact
that
dozens
of
brands
sign
on
only
to
dis-‐
cover
an
embarrassing
lack
of
interest.
Start
with
the
consumer—4
words
that
will
save
your
online
brand-building
efforts.
2.
Campaigns
While
good
marketing
campaigns
garner
attention,
they
generally
don’t
increase
brand
equity.
Sure,
there
have
been
inspired
and
effective
campaigns.
President
Obama’s
“Yes
We
Can”
(2008)
campaign
and
Dove’s
“Evolution”
campaign
(2004)
leap
to
mind.
But,
by
and
large,
campaigns
provide
only
a
temporary
lift
in
awareness,
traf;ic
or
sales,
and
the
brand-‐building
effects
quickly
dissipate
once
the
campaign
ends
or
grows
stale.
Remember
Burger
King’s
“Subservient
Chicken”
(2004)?
Did
that
actually
sell
any
chicken
sandwiches?
Doubtful,
since
Burger
King
and
its
ad
agency
Crispin,
Porter
+
Bogusky
offered
only
anecdotes
when
asked
about
the
campaign’s
im-‐
pact
on
sales,
and
BK
franchisees
reported
no
obvious
causal
relationship
be-‐
tween
the
campaign
and
restaurant
traf;ic
or
sales.
Use
campaigns
to
drive
achievement
of
business
goals,
not
just
impressions.
3.
Content
Campaigns
are
bait,
but
content
is
key
to
lasting,
lucrative
relationships.
Here,
content
is
de;ined
broadly
to
include
not
only
the
copy
and
images
in
ads
or
on
websites,
but
also
the
information
and
features
found
there—news,
catalogs,
sharable
content,
games,
mash-‐ups,
customer
support
resources,
and
communi-‐
ties.
If
your
website,
blog,
page,
or
other
channel
is
simply
a
coupon
dispenser
or
a
dusty
thing
to
which
you
pay
attention
once
every
blue
moon,
it
will
not
build
brand
value.
To
build
brands
online,
you
must
develop
a
content
strategy
in
addition
to
their
brand
strategy.
Online
marketing
channels,
particularly
social
media
channels,
are
hungry
beasts
that
must
be
fed
often.
They
crave
variety.
Blogs,
for
instance,
require
articles,
images,
videos,
comments,
blogrolls,
polls,
badges,
links,
and
ads.
The
central
feature
of
a
Facebook
page
is
the
Wall,
a
lively
space
that’s
fre-‐
quently
updated
with
quips,
quotes,
complaints,
conversations,
invites,
social
games,
photos,
videos,
links,
news,
coupons
and
product
information.
And
that’s
just
the
;irst
of
six
above-‐the-‐fold
tabs!
Even
if
your
strategy
does
not
involve
use
of
social
media,
content
is
still
impor-‐
tant.
Web
addresses,
banners,
text
ads,
and
search
links
all
lead
somewhere.
What
will
consumers
;ind
when
they
arrive?
How
often
will
they
return
if
there’s
nothing
new
or
perennially
useful?
Do
you
want
your
site
to
be
a
frequently
referenced
resource
or
a
limited-‐time-‐
only
landing
page?
Whatever
your
intentions,
the
content
on
your
site
will
make
up
the
consumer’s
mind.
Apple
have
amassed
a
storehouse
of
information
on
its
website,
including
devel-‐
oper
tools,
apps,
how-‐to
videos,
product
demos,
an
e-‐store,
announcements,
and
corporate
information.
But,
lest
you
forget
to
visit
Apple.com,
tantalizing
bits
of
information
“leak”
onto
the
Web
via
tech
and
gadget
blogs—just
in
time
for
Macworld,
the
World
Wide
Developers
Conference
(WWDC),
or
the
holidays.
But,
more
important
than
the
revenues
and
accolades
are
the
rave
reviews
Zap-‐
pos
has
garnered
from
customers.
Zappos
is
a
company
wholly
de;ined
by
its
customer
service
experience.
It’s
CEO,
Tony
Hsieh,
is
obsessed
with
it;
its
happy
staff
is
devoted
to
it;
and,
its
technology
enables,
even
supercharges,
it.
Hsieh
has
created
an
organization
that
lives
up
to
its
brand
promise,
“Powered
by
Service”.
Zappos
remarkable
customer
experience
begins
with
its
website.
Its
interface
is
intuitive;
its
catalog
is
extensive;
and
its
customer
support
con-‐
tacts
(800
number
and
“Live
Help”)
are
prominently
featured
on
every
page
of
Zappos’
website.
There
are
reviews
to
help
customers
make
better
decisions;
social
shopping
features
to
make
shopping
more
fun;
and
a
simple
checkout
process
to
close
the
deal.
Zappos
promises
free
shipping
(both
ways)
and
deliv-‐
ery
within
4-‐5
business
days,
though
most
orders
arrive
sooner
(under-‐promise,
over-‐deliver).
And,
if
that’s
not
enough,
Zappos
has
a
hassle-‐free,
365-‐day
return
policy.
Zappos’
customers
recognize
that
it
is
a
customer
service
company
that
sells
shoes,
and
that
adds
up
to
enormous
brand
equity.
Build
organizations
and
operations
that
can
deliver
on
the
promises
you
make.
5.
Connection
Not
to
keep
piling
the
love
on
Zappos,
but
they
have
mastered
the
art
of
connect-‐
ing
with
customers.
Nearly
500
Zappos
employees
tweet;
hundreds
write
for
the
company’s
14
blogs;
and
a
dedicated
5-‐person
team
records
employee
vid-‐
eos
for
Zappos.tv
and
YouTube.
What are they tweeting, blogging and producing videos about? Life at Zappos.
This
choreographed
craziness
reminds
customers
that
Zappos
is
not
a
cold,
face-‐
less
e-‐commerce
site
but
a
big
group
of
fun,
engaged
people
devoted
to
making
their
Zappos
experience
a
good
one.
This
“human
face”,
coupled
with
great
cus-‐
tomer
service,
has
allowed
Zappos
to
forge
visceral
connections
with
its
custom-‐
ers.
Another
brand
that
has
discovered
the
magic
formula
for
connecting
with
con-‐
sumers
across
a
crowded
Internet
is
brand
“Imogen
Heap”.
Heap
is
a
British
singer-‐songwriter
who
enthralled
an
audience
of
nearly
1
million
people
for
two
years.
Heap
is
not
your
average
celebrity
tweeter.
She
used
videos,
a
blog,
Face-‐
book,
MySpace,
and
Bebo
pages,
and
a
YouTube
channel
to
rope
an
audience
of
millions
into
a
journey
;illed
with
writing,
studio
sessions,
world
travels,
ro-‐
mance,
and
the
purchase
of
her
childhood
home.
Heap
invited
fans
to
help
her
;inish
a
song,
design
her
album
art,
write
her
press
kit
bio,
decorate
her
home,
and
advise
her
on
life’s
little
decisions.
Fans
became
so
invested
in
Heap’s
success
that
a
month
prior
to
the
of;icial
release
of
her
Eclipse
album,
they
drove
the
album
to
#39
on
iTunes.
Heap’s
fans
even
fought
off
a
rogue
attempt
to
auction
off
a
pre-‐release
promo
copy
of
her
album.
Hire
a
professional
community
manager
to
be
the
face
of
your
brand
online.
6.
Creators
Content
creators
are
a
small
but
mighty
contingent
among
Internet
users.
They
represent
only
1%-‐10%
of
Internet
users,
but
when
they
buy
into
a
campaign,
or
fall
in
love
with
a
bit
of
content,
they
can
put
a
brand
on
the
map
and
keep
it
there.
Tourism
Queensland’s
“Best
Job
in
the
World”
campaign
(2009)
was
a
low-‐budget,
high-‐impact
success
due,
in
great
part,
to
content
creators
who
cre-‐
ated
35,000
videos,
which
attracted
475,000
critiques,
and
54
million
page
views.
The
campaign
is
over,
but
the
content
lives
on
providing
a
trove
of
inter-‐
esting
information
for
would-‐be
tourists.
Additionally,
the
winner
of
the
“Best
Job
in
the
World”,
continues
to
generate
videos,
blog
posts,
tweets,
and
photos
that
draw
new
visitors,
maintain
the
interest
of
existing
community
members,
and
help
Tourism
Queensland
reach
its
business
and
brand
goals—increasing
tourism
revenues
and
making
Hamilton
Island
a
vacation
destination.
Another
classic
example
of
the
value
of
content
creators
in
creating
brand
equity
is
New
Line’s
“Snakes
on
a
Plane”
campaign
(2006).
While
New
Line
bene;itted
from
the
campaign,
the
credit
for
its
genius
and
success
goes
to
a
fantastically
fanatical
creator
named
Brian
Finkelstein.
Finkelstein
fell
in
love
with
the
movie’s
title,
and
started
his
own
blog,
snakesonablog.com,
to
“document
his
quest
to
attend
the
Hollywood
premiere”.
The
blog
attracted
as
many
as
50,000
visitors
per
week,
many
of
who
created
their
own
games
(Snakes
on
Sudoku,
anyone?),
videos,
posters,
poems,
t-‐shirts,
ringtones
and
theme
songs.
Thanks
to
Brian,
New
Line
saved
$28
million
on
marketing,
and
the
movie
earned
41%
of
its
domestic
gross
in
its
opening
week-‐
end.
Brian’s
blog
continues
to
draw
unique
visitors,
and
Snakes
on
a
Plane
has
grossed
$62
million
since
its
release.
Your
brand
is
only
as
good
as
it
is
loved.
Leverage
the
love.
Em-
power
the
lovers.
7.
Consistency
So
much
of
the
focus
in
online
marketing
is
on
“the
new”—new
media,
new
apps,
and
new
memes.
The
importance
of
consistency
in
branding
and
messag-‐
ing
has
been
obscured
by
the
mad
dash
to
be
part
of
“the
new”.
And
why
not?
There
are
rich
rewards
for
being
new—prime
real
estate
on
Yahoo’s
homepage,
top
spots
on
Twitter’s
trending
topics
and
Google
Trends,
millions
of
impres-‐
sions,
awards
from
peers,
and,
of
course,
“cool
points”.
The
lure
is
so
great
that
companies
like
McNeil-‐PPC,
maker
of
Motrin,
risked
of-‐
fending
its
core
customers
in
a
desperate
attempt
to
go
viral
with
an
off-‐brand
video
about
“baby
wearing”.
Angry
moms
swiftly
launched
a
blistering
campaign
that
employed
emails,
blog
posts,
video
responses,
and
tweets
(#motrinmoms).
The
campaign
resulted
in
a
short-‐order
removal
of
the
ad,
letters
of
apology
from
the
VP,
Marketing,
and
shutdown
of
the
Motrin
homepage.
The
site
still
features
an
apology
from
Mo-‐
trin’s
Product
Directors.
McNeil
is
a
Johnson
&
Johnson’s
(J&J)
company,
and
J&
J
is
a
brand
that
consum-‐
ers
trust
to
take
care
of
their
babies,
and
of
themselves
when
they’re
sick.
Who
there
believed
the
“baby
wearing”
video
was
in
keeping
with
J&J’s
credo
value,
“We
are
responsible
to
mothers”?
Keep
the
#motrinmoms
campaign
top
of
mind
as
you
weigh
strapping
your
brand
to
the
next
new
thing.
Ask
yourself
whether
your
new
video,
latest
tweets,
or
sexy
social
game,
is
in
keeping
with
the
brand
values
you
espouse
in
your
ofPline
mar-
keting
efforts.
8.
Commitment
In
online
marketing,
so
much
of
the
focus
is
on
the
new—new
media,
new
apps,
new
posts,
new
rankings,
and
new
memes.
It’s
easy
to
lose
sight
of
the
commit-‐
ment
required
to
build
brands
online.
A
few
campaigns
or
brands
will
“go
viral”,
but
you
can’t
just
create
a
viral
campaign.
Even
companies
that
invest
signi;i-‐
cantly
in
online
marketing
may
be
frustrated
with
the
results
in
the
short
term.
The
problem
is
that
many
believe
the
Internet
is
a
cheap,
magic
bean
that
will
become
a
giant
beanstalk
via
which
they
can
amass
Facebook
fans,
Twitter
fol-‐
lowers,
traditional
media
impressions,
and
sales—all
they
have
to
do
is
sprinkle
on
a
fraction
of
the
resources
they
devote
to
traditional
media
and
wait
impa-‐
tiently.
Unfortunately,
building
brands
online
is
more
like
wearing
a
groove
in
a
granite
;loor.
It
requires
time
and
determination,
or
expensive
tools.
Ads,
viral
videos,
and
promotions
will
scratch
the
surface;
but
building
brand
equity
requires
me-‐
ticulous
planning,
creative
execution,
exceptional
customer
experiences,
and
continuous
measurement
and
optimization.