A lot of ink has been spilled lately on the “immediacy of the internet”, the “real-time web”, the benefits of “newsjacking” and the fact that social media “war rooms”, “mission controls” and “creative newsrooms” are becoming a regular fixture at brands’ HQ.
These are just some of the causes and manifestations of what has become known as real-time marketing. Or 24/7 marketing as some of us like to call it.
I like to think of real-time marketing as a form of opportunism with a marketing or PR twist. In my opinion, it is best defined as:
The art and practice of taking advantage, in real time, of trending topical content to create maximum impact for your brand or product.
Where the impact is measured in terms of offline and online WOM, earned media coverage, sales etc.
A recent successful example of this is the “Dunk in the dark” Twitter ad from Oreo at this year’s Super Bowl, which was created and broadcast within minutes of the power outage causing some of the lights to go out. This tiny (and inexpensive) ad generated over ten thousand retweets and Facebook likes before going viral on Tumblr. Although the sales impact is yet unknown, the brand awareness and equity have most certainly gone up as a result.
Another lesser known but no less successful example is the appropriation of the Super Bowl by an American advertising agency for the last 3-4 years. Not only does its Brand Bowl do a great job of “highjacking’’ the game extensive publicity, it also leverages a well-known behaviour (the fact that everyone LOVES to talk about the Super Bowl ads) whilst showcasing the agency’s smarts in social media to existing and potential customers:
Why is real-time marketing grabbing so many headlines these days?
Although it’s been around for some time, it is becoming increasingly popular amongst advertisers as a result of a fundamental change in the way we consume content. This new behaviour has created more opportunities to engage with their audience apropos.
The fact is that more and more of us are connected to the web for a larger portion of our day as we hop from one device to the next. One way to look at our ever-growing need to stay connected through a device is nicely summed up here (courtesy of Rob Gordon):
According to Google, on average 4.4hours of our leisure time is spent in front of screens every day (be it a TV, mobile, tablet or desktop screen), with a good chunk of that time spent online. (And some of us are more addicted than others: with up to 9 hours spent on screens and more time online than any other nation, the British are officially the most obsessed with the www.)
To put this into context, the above Super Bowl case studies both tapped into the 36% of Super Bowl viewers who confided they would be using a second screen, with 52% admitting to using social media during the game.
What are the key ingredients to successfully targeting this new breed of highly connected consumers?
Simply put, speed, impact and relevance. Or the timely delivery of relevant content with high virality potential.
Easily said, not so easily done as the challenge for marketers then becomes to have the right skills on hand and solid logistics behind it.
Brands have to be prepared to commit dedicated in-house resource to it or alternatively outsource the service entirely – a substantial and continuous investment either way. Additionally, it is advisable that they continue leveraging their creative and media partner agencies’ smarts to ensure the content ideas, the timing and delivery channel(s) resonate best with the target audience, especially around key campaign dates.
Coca Cola and Oreo’s real-time management of their Super Bowl social media campaigns exemplify this cross-functional brand/agency operational model perfectly, and how involved it can get:
Coca Cola set up “war rooms” across the country as it monitored and responded live to user engagements throughout its Mirage TV and social game campaign at this year’s Super Bowl. The size of the multidisciplinary team pulled together on that one day was impressive:
“Nearly 40 execs from Coca-Cola, Wieden, Starcom MediaVest Group and PR shop Allidura gathered at the 360i offices in downtown Manhattan to manage the brand’s second screen experience. Another 20 people worked remotely in collaboration with the team, while Katie Bayne, president-North America brands, and Allison Lewis, senior VP-marketing Coca-Cola North America, were in New Orleans at the game.” (Source: Ad Age)
Likewise, Oreo’s Black Out Twitter ad would not have been possible without a solid operation in place: brand and agency teams (including copywriters, artists and senior brand stakeholders) were on call that day, strategising together in the same room, and ready to react within minutes to any opportune situation unravelling on and off the pitch throughout the game.
As a brand, you may prefer to keep your involvement to a minimum by outsourcing the operations and bulk of the work to an agency specialising in real-time content creation and newsjacking. That’s Pepsi’s choice with its partnership with Deep Focus’ social media service Moment Studio.
Whichever operational model you choose, it can’t be a half-hearted effort and requires a serious investment in time and $$ to deliver positive results for your brand.
Finally, another question comes to mind: can brands afford not to be committed to real-time marketing 24/7?
With so many of us connected around the clock, it appears not. The Burger King Twitter PR disaster, the latest high-profile hack in the series, shows how imperative it is for a brand to have a strategy in place for the efficient and timely monitoring of their social channels 24/7.
Whichever way you go about it, for real-time marketing to work in the connected world we live in, it requires a fundamental shift in mindset on the advertiser’s part i.e. their agreement to a lean, nimble approval process to allow for the speedy delivery of near-instant communications. And in my view that is probably the trickiest part and biggest obstacle to effective real-time marketing.