Thanks very much for sharing. I totally agree with the constitution way you explain!

Funny thing is, I have been marketing manager at several listed consumer brands. Experienced some battles in interactive and e-commerce. Lots of resistance from the companies mostly.

But we’ve also experienced what I call: operation “from zero to hero” In my last company mmO2, the London based listed Telco they resisted internet and e-commerce.

But I forced the company and marketing teams to also listen to clients and prospects. 99% of my collegaues were (only) mainly interested in making the brand promises through really great TV commercials. If the company did not deliver on the made promises, nobody felt responsibly. That I changed through several programs; from mystery shopping to putting sr VP’s of marketing at the helpdesk for 1 day.

Then we started an e-commerce program. 90% of the company was against it, due to our retail/reseller network phase: zero). When we sold 50% of our total subscriptions online in 4 countries, with 200% lower acquisition costs (cut our resellers) and with “screenagers” that had a 400% higher average revenue per user (teenagers addicted to screens and peer communications) .. we became heroes.

When I left O2 to start my own digital agencies, the board of directors wished me luck in a goodbye meeting in London. They also said: your passion and drive has really openened our eys; do you think O2 can become a second Dell with this strong e-commerce program? That was the biggest compliment, but I said: no, 60% will be the max online, so keep investing in retail too.

I have been CEO of the Interactive Advertising Bureau for 5 years. In this role I spoke to about 50 CMO’s about all their marketing and distribution strategies. Have seen and learnt so many company insights.

Know how many brands and people still struggle today getting an interactive strategy and using interactive media the right way. Interactive media’s power lay in building mutual beneficial relationships (engagment, loyalty, crm, peer programs, communities etc). Not in the traditional approach: shouting with some banners.

That’s were my agencies now help many a-brands to get their strategies and programs in place. To take them to the next level by improving their marketing value chains and help them to get out of their media agencies advice: that mostly is only about reaching consumers.

Our programs also reach consumers, but that’s a need to have tool, not a goal on its own. We help brands to connect to consumers through long term brand ambassador programs: to listen and facilitate as well. That drives awareness with 20-30%, likability with 20% and purchase intent upt to 15%: all measured by Metrix Lab.

So our brand engagement architectures drive not only the above mentioned marketing and communications goals, but also proves that e.g.: a branded game can increase the number of purchases online with 5%, since internet is very accountable.

An ex-LaComunidad employee now works at Diesel Interactive in Italy. Diesel has made many steps in the last 2 years. But also since Mr. Renzo Rosso himself has embraced interactive media. Top down will spead upt the process I feel

Enjoy a sunny Easter weekend and hope to speak to you soon.

Cheers

Igor

http://www.facebook.com/apps/application.php?id=29449565084

I heard something interesting in a conference call with Diesel, whilst working for adidas on the adidas Diesel collaboration website – “83 Ways” – and that was Diesel’s approach towards censuring their social media. They don’t censure. In fact, they place trust in their consumers. It led to a decision that also took the same approach. With a twist. Just in case something did happen, ‘inappropriate’ content could be flagged.

Perhaps the learning is this. Like a Constitution, there are options and opportunities provided as freedoms. These have checks and balances. Building in checks and balances are not bad ideas, and I think putting some trust in your consumers and allowing them to use peer pressure to downgrade or downplay hecklers, allows some form of control. Control is difficult to enforce anyway, so why make it seem like a big problem anyway? Manage risks by providing tools to allow risks to be communally managed. Nobody really likes the moaner and groaner at a party. They become isolated and don’t have much fun.

CMO’s might rest easier knowing that community watchdogs, and their vigilance will offer some protection.

Nice post, Igor. Unilever is an innovator and that I absolutely respect.

Lyndon

And you make a good point here: many CMO’s are afraid to lose control with social media and virals. Which I feel is partly true.

On the other hand, I feel that with the internet ‘control’ is just an illusion and CMO’s will have to learn how to deal with consumers that can do to any brand what they like online…

Cheers,

Igor

That’s what it is for me: Social Media and Virals are sometimes like trojan horses where marketeers engage consumers on their own territory. That is why it is, in my opinion, so difficult. Virals and Social Media Strategies are very much based on getting into the heads of consumers on their own playground. If you do it right it is brilliant, if you do it wrong it is killing your brand from the inside out. Would that be the reason why many marketeers do not dare to enter the social media landscape, just yet?

Best,

John