Monologue to Dialogue Social Media And Digital Marketing MWalsh

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Digital & Social Influence Marketing
From monologue to dialogue
2 July 2009 - LAMP @ AFTRS Seminar
Deck Revised: 26 July 2009

Martin Walsh
Digital Marketing Director / Producer
twitter.com/martinwalsh

© 2009 Martin Walsh. Ver2.2

Notes:
1. To watch the videos throughout this deck simply click on the video thumbnails.
2. Some slides also include additional detailed notes so it is best to download the PowerPoint to
access them in the notes section below the slide.
3. All of this material is a limited and generalised view of my more detailed knowledge on each
subject contained in the deck for example; Digital PR, Search Engine Marketing, Social Influence
Marketing, Measurement & Analytics and Integrated Marketing etc. I have also developed more
detailed training and strategy decks as well as playbooks, guidelines, task lists, roles &
responsibility definitions, workflows and everything else associated with strategy development,
training, execution and the operationalisation of digital marketing.

About Martin
Martin is the Producer of the critically acclaimed and award winning The Battle of Long Tan documentary
and from 2005 to 2009 he led Digital Marketing @ Microsoft defining, developing and executing Microsoft’s
B2C and B2B global digital marketing and social influence marketing strategies & disciplines.
Prior to Microsoft, Martin successfully led and grew the ecommerce division of a large Australian media &
entertainment company from less than AUD$22 million in annual sales to more $AUD700 million in annual sales.
Martin has worked in senior marketing roles across radio, film, music, games, entertainment and the technology industries for companies such
as News Corporation, Village Roadshow / PBL, Austereo, Telstra, BMG (Bertelsmann), Sydney 2000 Olympics and Tabcorp. He specialises in
digital & consumer marketing, social media marketing, social CRM, search engine marketing and online analytics and he has also advised
organisations such as Australian Rugby Union, Cricket Australia, film distributors, games publishers, media and government on how to engage
with consumers, commercially exploit their content and enhance their digital marketing capability & strategies.
In late 2004 Martin established Red Dune Films and acquired the film, documentary & story rights to the Battle of Long Tan from the seven
Australian Long Tan combat commanders. In 2006 he produced the ASTRA award winning & TV Week Logie award nominated Battle of Long Tan
documentary for The History Channel (FOXTEL) which was narrated by Sam Worthington (Terminator Salvation, Avatar & Clash of The Titans).
The innovative marketing & publicity strategy Martin (and Graham Cassidy) developed for the Long Tan documentary & film has so far resulted
in unprecedented media coverage comprising two 60 Minutes stories, magazine cover stories, a national media partnership with News Limited,
a national 40th anniversary service in Canberra which was televised live on the Nine TV Network, a public thank you and apology by Australia’s
then Prime Minister John Howard to Vietnam Veterans, tens of thousands of online video views and fans and an eventual upgrade to the
soldiers gallantry medals. View TV coverage here. Martin is also producing a feature film on Long Tan with Bruce Beresford (Driving Miss Daisy,
Double Jeopardy, Breaker Morant) directing as well as a variety of other feature films and alternate reality games (ARG’s).
Born In Melbourne but now living in Sydney, Martin originally began his career as an Actor before serving with Australian Army Special Forces -
2 Commando Company, 1st Commando Regiment and then studying innovation at Swinburne University earning a Master’s Degree and
Graduate Diploma in Entrepreneurship and Innovation.

Some great resources
Groundswell: Winning in a world transformed by social technologies.
Charlene Li & Josh Bernoff

Made To Stick: Why Some Ideas Survive and Others Die.
Chip Heath & Dan Heath

The Movie Business: The Definitive Guide to the Legal and
Financial Secrets of Getting Your Movie Made.
Kelly Charles Crabb

An Internet Watered Down: or how to save the mobile web.
Great resources John Pettengill, Razorfish

Digital Outlook Report: 2009 Digital Mom.
Razorfish Razorfish & Café Mom

Click here to get all these
Power to the People Social Media Tracker reports in one location.
Wave 3 2008 & Wave 4 2009.
Universal McCann
Consumer Experience Report. Global Digital Insight: Understanding the
Razorfish connected generation.
Universal McCann

What’s happening across Media & Entertainment?

CAGR

13%
25%

7%

6%

5%

7% *40% 2007-2008

4%

ARG’s: Alternate Reality Games, Marketing & Social Media

A view to a USD$25b Opportunity

Watching TV shows when and where you want to is quickly becoming commonplace in a
world awash with Hulu, TiVo, and iTunes. But if the fragmented media landscape is great for
consumers, it's hell for advertisers.

Now, big brands are turning back to an idea as old as P&G-sponsored soap operas -- hiring
agencies to create entertainment designed to promote products. Only this time, companies
are doing it via playful webisodes and websites. They are also experimenting with alternative-
reality games, or ARGs. These puzzles build anticipation for a product release by sprinkling
clues on the Web and in the real world.

Spending on these forms of branded entertainment, as it's being called, grew 13 percent in
2008 to $25 billion, according to estimates from the research firm PQ Media.

The Dark Knight: Why So Serious? Click image to watch video
10m unique participants in over 75 countries
42 Entertainment across 31 websites.

Why So Serious? Gave comic book fans and mainstream movie
goers the chance to live in the world of The Dark Knight.
Playing out the events of Gotham City in real time, the ARG
provided the opportunity to explore the strong characters,
themes and backdrop of the world while punctuating the
experience with activities that ‘eventised’ the web – like ringing
cakes with baked in mobile phones, clearing Harvey Dent of
vicious campaign attacks or helping the Joker to steal a District
22 school bus to rob Gotham National Bank.
http://www.alternaterealitybranding.com/tdk_sxsw

The Dark Knight: Why So Serious?
42 Entertainment
Click images to watch videos
Harvey Dent Why So Serious Comicon 08

Trent Reznor: Year Zero Click image to watch video
42 Entertainment 3.5m unique participants in over 60 countries
across 29 websites.

On Feb 10th, Nine Inch Nails and 42 Entertainment
launched the ambitious Year Zero project, a work of
cross-media art involving websites, emails, phone calls,
murals and live events with songs of Year Zero at their
core. Arguably the most complete and compelling web-
based piece of art yet created, Year Zero has become an
Internet phenomenon as well as a dynamic album,
changing the way people think about the future – and
the way they act today. These trans-media assets turned http://www.alternaterealitybranding.com/cannes2008yearzero/
Year Zero into more than an album you listen to, but a
place where you live.

Digital Music: Apple Content Strategy
The iTunes Store The App Store
6
iTunes Scale App Store Strategy
• On Jan 06, „09 Apple announced Best-of-Breed • App Store economics are
Services
5 that it had sold 6 billion songs identical to iTunes Store –
Songs Sold (billions)

Device Carrier Disinter-
Software mediation
4
since launch of the store on Apr i.e. 70/30 revenue split.
28 „03. • Despite likely large scale
3 • On Apr 3, ‟08 iTunes surpassed Device Applications and huge number of
Hardware & SDK
2
Wal-Mart to become the largest downloads, Apple will make
music retailer in the US. only a small profit.
1 • Just two months earlier, on Feb Sync Client Music • Main goal is a more
& Video
26, ‟08, iTunes surpassed Best & Content
iPod
0
Service
attractive platform that
Buy to become the 2nd largest
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FY03 FY04 FY05 FY06 FY07 FY08 FY09
...Apple makes money selling devices but drives hardware margin.
Source: Apple Press Releases & Microsoft music retailer in US. earns its keep through hardware + client +
Analysis service e2e differentiation...

iTunes Economics Quotes about App Store Strategy
“We‟re thinking about the App Store in the same way that we think about the
% of • Although iTunes drives billions in
US $ iTunes store. While it will generate some revenues, it will be a small profit
revenue it makes only a small operating
Music DTO Rev generator, and just as with the iTunes store making iPods more attractive, we
profit.
think the App Store will make the iPhone and iPod Touch more attractive to
Revenue ($/unit) $0.99 100% • Apple uses the iTunes service as a
customers. We‟ll hopefully see an indirect return by selling more iPhones and iPod
Royalty Costs $0.70 71% differentiator but monetizes via the
Touches…” - Peter Oppenheimer, CFO, Earnings Call, Jul 21, 2008
device.
Delivery Costs $0.10 10% • “Our objective with the iTunes store is
Billing Costs $0.12 12% “…One area where we have completely changed the value proposition for mobile
to run it just a little above break even.
devices is the App Store…Competitors are scrambling to copy our App Store but
Total COGS ($/unit) ~$0.92 ~93% And we think that it helps us to sell
it‟s not as easy as it looks and we are far along in creating the virtuous cycle of
iPods and Macs, and that is really our
Gross Profit ($/unit) $0.07 7% cool applications begetting more iPhone sales, thereby creating an even larger
strategy.”, Apple CFO Peter
market which will attract even more iPhone software development….” - Steve
Operating Exp ($/unit)~$0.07 ~7% Oppenheimer, Q1-08 Earnings Call, 22
Jobs, CEO, Earnings Call, Oct 22, 2008
Jan „08.
Operating Inc ($/unit) <$0.02 <2%

Mobile Phones: App Store Analytics
App Store Stats Revenue into ISV Ecosystem
• On Feb 14th, 2009 – 218 days after launch of the App Store – • App Store pours money into ISV ecosystem
there were 20,397 apps.  In first month, 60M downloads drove App Store revenues of $30M
• Current App Launch Momentum: with $21M going to ISV‟s
 At current trends, will drive $360M revenue in 1st year, with
 1,400 new apps launched/week
$250M to ISV‟s.
 400 new games launched/week.  FY‟11 est. of $2B revenues w/$1.5B to ISV‟s
• 1B downloads estimated in 1st 12 months. • Ratio of 1 paid app for every 11 downloads.
• Download Stats: • Most revenue goes to a concentrated group of ISVs (perhaps
Days Since Launch of App Store 60 102 145 189 80% to top 25).
Incremental Days 60 42 43 44  40% revenue goes to top 10 apps
New Downloads (millions) 100 100 100 200 • Stories of developers making $100-200K abound, driving a
Cumulative Downloads (millions) 100 200 300 500 “gold rush” like focus

App Store Momentum App Store Categories
25,000
20,397
20,000 Applications
Number of Apps

27%

15,000
14%
10,000 3%
9% 3%
4%
5,000 8% 4%
7% 6% 5%
0
0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
34
36
38

Note: Analysis, Feb 14, 2009 Weeks Since App Store Launch Note: Analysis, Feb 14, 2009

TV 2.0: More about Digital and Less about Television
VIEWING &
CONTENT AUDIENCE
STORAGE
PRODUCTION AGGREGATION
DEVICES

TV 2.0: Today

Online Interactive
Video Television

TV 2.0: Tomorrow

Traditional
Television

Interactive Online
Television Video

TV 2.0: Xbox, Netflix & Social Networking
Microsoft and Xbox were the only gaming &
entertainment company to understand the
importance of the shift in consumer behaviour
and the convergence of media channels. 1m of Click images to watch videos
Xbox Live members are already Netflix members
and have watched more than 13m videos (1.5b
minutes) through Xbox.

Xbox has the highest software attach rate vs
Playstation and Nintendo with less market share Xbox Entertainment Platform
than WII but greater than Playstation.

Xbox Live is already one of the largest social
networks in the world with more than 20m active
users and 56% of them pay!

At 2009 E3, Microsoft Xbox announced the
integration of Twitter and Facebook into Xbox Live
and upgrading of video to 1080p.

Xbox Twitter & Facebook

Gaming: Quick Stats
There are approximately 93m games consoles in the home. Worldwide Top Super Genres

70,000,000

The average age of a gamer in Australia is 30 years old. By
60,000,000
2014 the average age will be 40 years old.
50,000,000

84% of 16-25 year old Australians play games.
40,000,000

Units
46% of Australian gamers are female up from 41% in 2007 30,000,000
but by 2012 the proportion between male and female will be
equal. 20,000,000

19% of Australians are already downloading their games 10,000,000

from online vendors.

The average cost of producing games is now between $10m
and $50m.

Gamers take more advantage of Web 2.0 functions on the
Internet.

Current Media Landscape (By Discipline)
Landscape is fractured; territory battles continue between digital and offline media organisations and
agencies, particularly over interactive TV and video as GRPs decline.

Radio
• Media is trying to tap into the
media dollars allocated to Local TV
OOH
emerging media / gaming, digital, Guerilla Offline
and sponsorships. Emerging
Digital Newspaper
OOH (187B$+) Magazine
• Key growth opportunities exist at Channels VOD TiVo DRTV
the intersections: Mobile Set-top
video Broadcast TV
• Online Display and Video extensions Google TV
Gaming Cable TV
• Cable Television Online
• Broadcast Television Video
Search Content integration
Digital ($26B+) Online
Product Placement
microsite /
Display brand
extensions Sponsorships
Events

Size of circles is not proportional to agency head count or channel
spend. Emerging channels / sponsorships spend included in digital 18
and offline totals.

Why am I spending time on
this?

Change, chaos and
confusion =
Opportunity!
And original content
will always be
needed!

DIGITAL MARKETING IS MARKETING
THAT LEVERAGES THE INTERACTIVE
CONNECTIONS BETWEEN SEEKERS AND
PROVIDERS ENABLED BY DIGITAL MEDIA
AND DEVICES.

Video
Brands and Digital
Marketing Platforms

The Marketing Funnel
Isn’t Linear
(hell, it’s not even a funnel)

Traditional Marketing Models Fail to Model Complex Buying Paths

Traditionally, marketers modeled customers’ decisions as they progressed from awareness through consideration, preference, action, and loyalty
— through what is called the marketing funnel. The marketer’s job was to move people from the large end down to the small end. But now it’s
time for a rethink, as the funnel has outlived its usefulness as a metaphor. Face it: Marketers no longer dictate the path people take, nor do they
lead the dialogue. We must rethink the marketing funnel because:

• Complexity reigns in the middle of the funnel.
• The most valuable customer isn’t necessarily someone who buys a lot.
• Traditional media channels are weakening.
• Consumers force brand transparency.

Traditional Marketing Models Fail to Model Complex Buying Paths
• Complexity reigns in the middle of the funnel. Awareness is still important; you need to know that a product or
service exists in order to buy it. And the marketer’s endpoint is still a transaction. But, in between, other factors such
as recommendations from friends or family, product reviews, and competitive alternatives described by peers
influence individuals. The funnel’s consideration, preference, and action stages ignore these forces that marketers
don’t control. Rather than a clean linear path, the real process looks more like a complex network of detours, back
alleys, alternate entry and exit points, external influences, and alternative resources.

• The most valuable customer isn’t necessarily someone who buys a lot. In this socially charged era in which peers
influence each other as much as companies do, good customers can’t be identified solely by their purchases.
Companies also need to track individuals who influence others to buy. For example, a customer who buys very little
from you but always rates and reviews what she buys can be just as valuable as someone who buys a lot — her
reviews might influence 100 other people to buy your product. Tracking only transactions and loyalty at the end of
the funnel misses this significant element of influence.

• Traditional media channels are weakening. Marketers continue to use mainstream media messages to move
consumers into a consideration frame of mind. But passive consumption of media is waning. Individuals dismiss or
ignore marketing messages in lieu of information available from an ever-increasing number of resources, such as
product review sites, message boards, and online video.

Today’s Complex Buying Paths

Marketing complexity means that traditional
methods and metrics fail to address and capture
the whole story. Online metrics like unique visitors
to a Web site, number of pages viewed, and time
spent per page mimic offline media metrics of
reach and frequency. But traditional marketing
and traditional measurement doesn’t address or
indicate the engagement of an individual; they fail
to address or capture the sentiment, opinion, and
affinity a person has towards a brand as
manifested in ratings, reviews, comments in blogs
or discussion forums, or the likelihood to
recommend to a friend.

Marketing Needs to Shift Focus from Low Value Broadcast Campaigns to High-
Value Timely & Relevant Programs

Traditional Marketing Approach
Good at:
– Helping you better target your
marketing
– Predicting response rates
– Optimizing spend by reducing
marketing waste
– Understanding buying modalities

Not so good at:
– Answering the “When” question
– Lending itself to automation

Real-Time Marketing Approach
Good at:
– Identifying new sales opportunities and
changes in behavior
– Immediately triggering a marketing
response
– Building program equity through
automation

Not so good at:
– Understanding the entire customer context

No Shrugging Shoulders: Move More Marketing Real-Time

Now, it’s a big digital
world out there…

Consumer Behavior in
Australia has changed…
In fact consumer behaviour changed two years
ago so social media behaviour is not ‘a new fad’!

Starting in 1995 people
became interested in
online content…..

13 Years of Online Content Growth!

# display impressions across the web (millions)

…people started to become
more interested in each
other…..

Social Media Marketing
Questions start conversations

“Social Media is like teen sex. Everyone
wants to do it. Nobody knows how.
When it’s finally done there is surprise
it’s not better.” Avanish Kaushik, Occams Razor

In all seriousness though, officially.....

SOCIAL MEDIA IS AN UMBRELLA TERM THAT
DEFINES THE VARIOUS ACTIVITIES THAT
INTEGRATE TECHNOLOGY, SOCIAL
INTERACTION, AND THE CONSTRUCTION OF
WORDS, PICTURES, VIDEOS AND AUDIO.

Putting it more simply:

“Social media is
people having
conversations online.”

SOCIAL NETWORKING SITES ARE
OFFICIALY MORE POPULAR THAN PORN
SITES.
TIME OCTOBER 13, 2007

Social media sites are mushrooming

But it’s still a dynamic environment

So don’t put all
your eggs in one
basket!

Social media – The conversation prism

Social media is primarily
about conversations, so it is
important for you to
understand where the
conversations are taking
place.

Social Media’s Growing Importance
Total minutes consumed by Top 100 websites

*On Demand Media explodes; ComScore Networks and Piper Jaffray & Co.

The conversations are powered by:
• Blogs
• Micro blogs
• Online chat
• RSS
• Widgets
• Social Networks
• Social Bookmarks
• Message boards
• Forums
• Podcasts
• Video sharing sites
• Photo sharing sites
• Virtual worlds
• Wikis

(…just to name a few)

Understanding Social Media: some video snacks

Click an image below to watch a short video >

It is absolutely critical for
marketers to understand
WHY people are participating
in social networking….

Why users participate in Social Networking
Time and time again we hear agencies advising clients that they need to have
a Facebook page or develop a social networking application as part of the
social media program or marketing campaign.

If you don’t understand the fundamental attributes of why consumers
participate, for example meeting others, keeping up friendships or being
entertained then you are simply wasting time and money and in some cases
being counter productive to your marketing efforts.

If you don’t develop a presence or application which addresses some or all of
the attributes on the next couple of slides then don’t bother.

Why audiences engage in social networking:
• Meet people - 78% join to communicate with existing colleagues or develop new
acquaintances

• Be entertained - 47% join in order to find entertaining content such as photos, music or
videos

• Learn something - 38% join to get information from other people about topics that
hold particular interest to them

• Influence others - 23% join to express their opinions in a forum where their ideas can
be discussed or acted upon

More broadly:
• Keeping up friendships – Facebook is about connecting with people you know.
• Making new friends – We’ve all heard stories of people hooking up on social networks.
• Succumbing to social pressure from existing friends – People in the groundswell want
their friends there too.
• Paying it forward – Having seen that a site is useful, you may be moved to contribute.
• The altruistic impulse – People give blood because they think they should.
• The prurient impulse – People are fascinating. Some are sexy, some are entertaining, and some,
frankly, are stupid.
• The creative impulse – Not everybody is a photographer, a writer, or a videographer, but for thow
who are the web is perfect to show off their work.
• The validation principle – People who post information on Yahoo! Answers or Intuit’s tax wiki
would like to be seen as knowledgeable experts.
• The affinity impulse – If your soccer team, your PTA, or your fellow Swans fans have connected
online then you can join and connect with people who share your interests and concerns.

The Social Media Stack

In order to leverage the Social media opportunity you must first understand the Social Media Stack. It is not a traditional publishing medium where you
simply serve a banner ad and expect a response. All you can do is try to inspire conversations through some sort of creative and communication, then enable
and facilitate conversations through applications which allows you to connect to the users.
1. Platforms give you access to reach and connections
2. Applications enable the interactions
3. Ads can inspire the conversations

Evolution of online advertising

How additional brand value is created on social networks

The world has also shifted from Passive consumption
to Active participation

More than
13,000,000
articles

> 100,000,000 videos viewed per day
88% is new and original content
65,000 new videos / day

400,000,000
blogs
73m in China alone

3,600,000,000
photos on Flickr

5,000,000,000
minutes spent on Facebook everyday

1,000,000,000
links, news stories, blog posts, photos &
videos shared each week on Facebook

1,382%
Monthly growth rate of
Twitter users from Jan
to Feb 2009

and 3,000,000
Tweets per day But, only
Of Australians
4.4% are on Twitter

62%
of online Australians read blogs

62% (5.3m)

have joined a
social network

AND THIS FUTURE IS TODAY,
NOT TOMORROW…

By 2010, Millennials / Gen Y-ers
will outnumber Baby Boomers.

They are today’s “digital natives.”

MILLENIALS SPEND
> 16 HOURS / WEEK
ONLINE.

96% OF THEM HAVE
JOINED A SOCIAL NETWORK.

They have an average of
53 online friends.

Trends
Gen Y: Emotionally Searching For Their Identities

Adolescents and early adults are at a period of self-discovery, shaped by their
environment, education and activities, and social culture. That's why they:

• Seek recognition and fame.

• Enjoy absurdity — and humor with an odd slant.

• Embrace a variety of subcultures.

Trends
Gen Y: Mentally Fickle And Creative

Few Generation Yers can remember a time when technology — from DVDs to PCs —
did not play an important part in their lives. Having grown up with deep exposure to
media and devices, they:

• Skim text and information quickly.

• Are easily bored.

• Are expressive and creative.

Experience and engagement
matters…

Marketing and customer behavior has changed
ediocre experiences just don’t resonate with today’s customers
M

Life would be so much easier for companies if their customers still responded to the
same old marketing pitches. But unfortunately, customers are heading in the opposite
direction and getting tougher to win and keep.

Forrester research shows that consumers:

• Aren't easily influenced.

• Care more about price.

• Use more channels.

Marketing has changed
But Companies Still Head Towards Customer Experience Mediocrity

What have companies done with their customer experience efforts to survive in this era
of skeptical, empowered customers? Not much. For example, when we evaluate
organizations' Web sites, they often fail even the most basic tests of usability and brand
building. What causes these problems? Ultimately, companies don't deliver strong
customer experiences because of:

• Siloed efforts.

• Industry tunnel vision.

• Self-centered design.

Consumers want more from brands
They want less promise and more experiences

From brochure-ware websites...

Consumers want more from brands
They want less promise and more experiences
To everyday experiences + interactions...

*Optimised for all devices & services

Services which can be mixed and mashed

Consumers no longer care about
advertising.

They care about what their
friends and peers think.

And this is not a fad.

It’s a fundamental shift in
the way we communicate.

“IN 2008, IF YOU’RE NOT ON A
SOCIAL NETWORKING SITE,
YOU’RE NOT ON THE INTERNET.”
IAB PATFORM STATUS REPORT USER GENERATED CONTENT SOCIAL MEDIA AND ADVERTISING, APRIL 2008

The old communication
model was a monologue

The average person is exposed to

3,000 advertising messages / day.

Only 18% of TV ad
campaigns generate
positive ROI

90% of
people who
can skip TV
ads, do.

People have become less interested in the ads

Click-through rates on display ads

AND ONLY 14%
OF PEOPLE TRUST
ADVERTISEMENTS.

BUT 60%
OF AUSTRALIANS TRUST THE
RECOMMENDATIONS OF
OTHER AUSTRALIANS.
NIELSEN ONLINE CONSUMER GENERATED MEDIA REPORT JAN, 2008

So......

14% vs. 60%
hmm….

But it is still about the total sum of the parts.

TV + Radio + Print + Display + Search + Social
Media = a better integrated marketing
result.

You need to understand that advertising
now inspires the conversations.

Digital Marketing
Thinking More Broadly...

Lester Wunderman’s Nine Points For The Future Of Advertising:

1 Interactive marketing on the Internet is a strategy, not a tactic
2 The customer, not the product, must be the hero
3 Communicate with each customer or prospect as an audience of one
4 Create relationships
5 Know and invest in each customers Lifetime Value
6 Media is a contact strategy
7 Be accessible to your customer
8 Acquire customers with the intention of loyalising them
9 You are what you know

We have seen the rise of information democracy
From information asymmetry...
• Information was scarce
• Customers were ill-informed
• Exchanges were monologues
• Marketing was “command-and-control”

… To information democracy
• Information is ubiquitous
• Customers are well-informed
• Exchanges are conversations
• Marketing is “connect-and-collaborate”

The new communication model
is a dialogue

Which means it’s….

TRANSPARENT
INCLUSIVE
AUTHENTIC
VIBRANT
CUSTOMER-DRIVEN

And it’s NOT….

CONTROLLED
ORGANISED
EXCLUSIVE
PRODUCT-DRIVEN
“ON MESSAGE”

“Content is the new democracy
and we the people, are ensuring
that our voices are heard.”
Brian Solis, “The Social Media Manifesto.”

Translation:

THE TRAIN IS LEAVING THE
STATION.

WITH OR WITHOUT
YOU.

HOW DO I GET ON THE

?
TRAIN

Stop thinking ‘campaigns’
Start thinking ‘conversations’

“Social Media is a commitment, not
a campaign.”
Martin Walsh, Microsoft Social Influence Marketing: Point of View Manifesto
October 2007

And by the way,
hope is not a strategy.

Social Media Marketing
A Systematic Approach to a Social Strategy
Consumers using social technologies threaten traditional marketing institutions like brands and ad campaigns. For the most part,
marketers understand that there's no choice but to dive in and use some of those technologies — blogs, communities, wikis, widgets,
social networks, and all the rest — to their own advantage. We get questions from our clients all the time about how to implement
these technologies. But they're often asking the wrong question first.

Don't ask what technology to use. Ask first who you're trying to reach, what you're trying to accomplish, and how you plan to change
your relationships with your customers. Then, and only then, can you decide what technologies to use.

We outline below a systematic method for social strategy formation:

1. Listen. Benchmark the existing conversations around yours and your competitors brands, products and services.
2. People. Review the Social Technographics Profile of your customers. (see next slide)
3. Objectives. Decide what your goals are.
4. Strategy. Determine how your objectives will change your relationship with customers.
5. Technology. Choose the appropriate technologies to deploy.
6. Engagement. Social Media is not a passive medium and doesn’t follow traditional marketing rules so you need to develop
playbooks, policies, guidelines, clear roles & responsibilities and methods to successfully engage with consumers & influencers.
7. Measurement. You must develop a plan which allows you to determine and measure social media’s influence on your marketing
investments and efforts. It is critical that the insight and information is actionable.

SMM Program Goals: Improved Visibility, Strategy, Capabilities Across
the Social Media Spectrum

Ignore Watch React Engage Leverage Drive

“It’s about conversations, and the best
communicators start as the best
listeners.”
Brian Solis, Social Media Manifesto

Immerse yourself in the conversations.

(any or all of the above are a good place to start!)

Listening - Benchmark
Understand and Measure Existing Online
Conversations:

A Benchmark report allows you to answer questions like;
how many people are talking, what are they saying, and
whether consumers are frustrated or satisfied with your
products and services and many others.

It allows you to understand the entire social media landscape in relationship to your brand,
products, services and important issues for example your Share of Voice (SOV), where the
conversations are taking place, sentiment and who the key influencers are.

It should include a highly comprehensive executive analysis to produce actionable intelligence that
goes far beyond simple online "buzz" analysis. The Benchmark should provide detailed topic and
sentiment analysis as well as authority information about the key sites, authors, posts and
comments that comprise the "conversation ecosystem" around your brand.

Listening - Social Media Monitoring Dashboard

TruCast.

Listening - Social Media Monitoring

You must also map the
Ecosystems relating to your
brands, competitors and key
topics so you can identify
where the conversations are
taking place, who the key
influencers are, what your
share of voice is and what
sentiment exists.

Listening: Share of Voice - 5 Key Scenarios (example only)

Share of Voice
Windows% Apple%
More Media, More Places 6% 60%
All Your Email One Place 20% 4%
Work From Anywhere 24% 10%
Share Memories As They Happen 5% 24%
Keeping Kids Safe Online 20% 17%

People: Review the Social Technographics profile

• Most people often approach Social Media as simply a list of technologies to be deployed as
needed — a blog here, Facebook page, community or Twitter account there — to achieve a
marketing goal or because it is the latest Shiny Object.

• But, a more coherent approach is to start with your target audience and determine what
kind of relationship you want to build with them, based on what they are ready for.

• Forrester’s Social Technographics Ladder classifies people according to how they use social
technologies.

• By examining how the technologies are represented in any subgroup, strategists can
determine which sorts of strategies make sense to reach their customers.

Australian Social Media Participation Ladder
Forrester Social Technographic Tool -
http://www.forrester.com/Groundswell/profile_tool.html

Creators: make social content go. They
write blogs or upload video, music or text.

Critics: respond to content from others.
They post reviews, comment on blogs,
participate in forums, and edit wiki articles.

Collectors: organise content for
themselves or others using RSS feeds, tags
and voting sites like Digg.com.

Joiners: connect in social networks like
Facebook and MySpace.

Spectators: consumer social content
including blogs, user generated video,
podcasts, forums or reviews.

Inactives: neither create nor consume
social content of any kind

Objectives: Determine your social media objectives
By itself, the profile of a target customer only tells a marketer what's possible. Next you should decide what you want to accomplish.
FYI - an objective is not ‘establish a Twitter account.’ There are generally eight main objectives of social strategies for connecting with
consumers. To get started, pick the one that's best suited to your company's overall goals:

• Listening. Find out what customers are really saying in order to understand them better.

• Talking. Spread messages about a company.

• Energizing. Get a companies best customers to evangelise it’s products.

• Spreading. Get customers or users within a company to encourage others to adopt a product or service. (B2B only)

• Supporting. Help customers support each other to solve each other’s problems.

• Embracing. Integrate customers into the way the business works, including using their help to design products and improve processes.

• Managing. Empower employees and managers within an organisation.

• Social Impact. Improve society with non commercial applications.

For example - if your key objective initially is energizing your most loyal customers then executing against this objective allows you to
give a voice to your enthusiastic customer base and with the right social strategy this has the potential to increase sales.

Example: A Social Media / Social Influence Strategy Overview
Strategy 1: Social Media Program Management
• Objectives
• Strategy & Tactics
• Monitoring, tracking, analysis

Strategy 2: Engagement Programs
Strategy 2a: Audience Advocacy Programs Strategy 2b: Social Media / Digital PR
Identify and engage various audience Advocate groups to become a Identify and engage key writers, bloggers and mainstream influencers that
word-of-mouth channel that will facilitate learning and trial of multiple will facilitate through a formal proactive outreach program.
Microsoft products and services among their families, friends and peers.

Search Engine Marketing
On Network Off Network

Strategy 3: Online Experiences
Build and facilitate online experiences where customers can come together and showcase inspiring product stories, compelling examples and ‘how to’s’
delivered through the voice of our brands, partners and passionate customers.

On Network Off Network

User Generated Content

Wiki’s Ratings
Blogs Reviews
Forums Video casts
Communities Audio casts
Comments Photos
Feedback RSS
Social bookmarking Tagging

Social Media Plan
Primary objective: Harnesses genuine experiences and inform and inspire customers in ways that are interactive, dynamic, and
personal.

Objectives Goals: Brand = net favorability for our brand in web sphere = +share of voice,
1. Leverage the passion and experience of our most engaged audience to drive buzz sentiment, recommendation = Net Promoter
and excitement for our brands, products and technologies
2. Building on ‘help and how to’ enable engaged audiences to share their delight and Strategies
passion for our brand / product with others through UGC. 1. Social Media Management (SMM) – What really influences
3. Understand and monitor the sentiment and share of voice that we have online. Find 2. Engagement Plan – Reach out, engage and facilitate favourable conversations
strategic opportunities to participate in the conversation and increase volumes. a) Consumer Advocacy Program – Organize passionate audiences to drive the conversation
b) Social Media / Digital PR Program – Converse and influence the influencers
3. Online Experiences – Give us a voice in the community (on network and off network)

Questions to be answered
1. Can we move the share of voice online closer to relevant competitors? SMM
2. Will moving share of voice impact market share? Purchase decisions?
3. What is the right balance between advocates and our own voice? measure ID potential
4. Will strong advocates move the sentiment among audiences? advocates

What the plan is not
1. Strengthen partner ecosystem Increase Contact
volume them
2. Deep gaming scenarios
3. Shopping aids Advocacy Program
4. E Commerce plan to drive online sales of relevant products

Amplify
“UGC is useful to nearly 1/3 of consumers as they research products and services. their impact
Arm them

The most trustworthy of all UGC is that which appears on a company’s own website.”
Activate
David Card, Jupiter Research Online Experience them

Strategy: Determine how your objectives will change relationships with your customers
Your objective determines what business goal you want to accomplish. Having decided on the objective, you can move on to strategy:
how will you accomplish the goal? In particular, social strategy revolves around answering this question: How do we want to change
our relationship with our customers?

While activities like social marketing campaigns can sometimes have a short-term impact, the long-term value of activity in the social
world is the ability to change relationships with customers. By focusing on the relationships, not the technologies, marketers can keep
their eye on long-term change that matters. To flesh out this type of strategy, we should take the following steps:

• Describe the new relationship. Our current relationship with most of our customers is as a trusted supplier of software which just
works. In energizing our core customers, we will extend this relationship, giving our satisfied customers opportunities to discuss their
experiences on our website, and by doing so, motivate other customers to buy and help establish a better perception of our products.

• Measure the impact of the change. It's crucial that we have metrics in place to measure progress towards the objective. For example,
in energizing strategies we should measure to what extent visitors to social elements of the site are more likely to actually buy
something. If our objective is talking with customers, we should measure awareness, impressions, or online buzz. If it's supporting, we
should look for declines in support costs related to site visits. Regardless of the objective, our strategy is not complete without a
success metric.

• Identify barriers to the strategy. Change created by social strategies is often difficult for companies to swallow. For example, we are
starting to have more direct relationship with all of our customers. By featuring customers' opinions on its site, we will be admitting
that those consumers influence buying decisions as much as we do, a transition some Microsoft marketers might find difficult to make.

Strategy: Example Only
Strategy 1: Social Media Management
• Develop a baseline / benchmark of relevant sentiment and share of voice and map the ecosystem
• Monitor, engage and track relevant Social Media conversations
• Build engagement programs specific to individual scenarios focusing on most influential conversations
• Monitor engagement strategies against SOV/sentiment Strategy

Strategy 2: Advocate Community and Energise UGC
• Launch a Windows Advocate Community on MSCOM Australia
• Test and learn best practices for ‘onboarding’ advocates
• Grow advocate community
• Showcase User Generated Content (UGC) across the Windows network

Strategy 3: Online Peer to Peer Discussions – Forums
• Develop "owned" / managed forums with a friendly consumer "front end" focused on the needs of consumer
scenarios where Windows plays a key role
• Facilitating peer to peer conversation on Windows properties will increase Windows SOV in online conversations
currently being dominated by Apple and Yahoo.

Strategy 4: Digital PR and Social Media Newsroom
• Identify and consistently engage key influencers; bloggers and the media, to drive more favourable conversations &
Share of Voice (SOV) and minimise negative sentiment.
• Establish a Social Media Newsroom on MSCOM

Technology: Select and deploy appropriate technologies

By this point, you should have determined your customers' profile, what technologies they will accept, and at what rate. Since you also
now know your objective and have nailed down a strategy, you can now evaluate technologies.

This is why it makes sense to evaluate technologies only after you've finished the other steps. The technologies you choose will be
determined by the technographics profile of your customers, your issues, problems, objectives and strategies.

1. For example, you could recommend deploying Ratings and Reviews because 32% of Gen X online customers in Australia are likely
to be Critics. The best energizing technology would be to deploy these ratings and reviews on our Web sites and encourage
customers to post their own evaluations of our products. 76% of all Australians use online reviews to help them make purchases. It
has already been proven that ratings and reviews can significantly increase sales and increase sales conversions between 29-50%.
Forrester's research shows that 80% of customer-supplied reviews are positive.

2. In addition, we should also establish a online community to allow our energised customers to support other customers around our
products and technologies. Most people come to MSCOM and in particular our Windows sites for post-purchase information and
there are hundreds of thousands of people, forums and websites out across the Internet who deal with niche topics such as Media
Centre or Photos or Windows Tweaks & Tricks.

3. User-generated content. We might also enable customers to energize others by allowing them to upload their own articles, videos
and pictures of their experiences with our products.

Develop your engagement
rules and response
management approach first…

Social Influence Marketing
Successful Social Influence Marketing Requires Engagement
By now, it’s clear that successful Social Media programs don’t follow traditional marketing rules; they can’t be
treated as channels because social networks aren’t passive Web pages. Instead, marketers should mimic how bands
promote themselves on sites like Facebook / MySpace — they engage their fans by posting frequently, providing
backstage gossip, and answering their questions. Marketers should emphasize and place a focus on relationships at
the center of their Social Media effort:

• Know what kind of relationship you want to develop.

• Provide real value.

• Get employees to be actively involved.

• Participate without fear, and respond quickly to feedback.

• Keep growing the relationship.

• Use the right metrics.

Develop your policies,
guidelines and
playbooks before you
engage.

Educate and train your
team.

Get your response
assessment decision
tree, rules, roles &
responsibilities and
workflow sorted…

Six Tactics To Successfully Engage With UGC
Interacting with customers at a more intimate level requires a different way of thinking. While the loss of control and exposure
created though the necessary openness can be troubling at first, there are some key tactics companies can use to stay on top of
the situation. Knowing where communities currently congregate and what is being said is critical before you attempt to enable
your own UGC. To begin with UGC, follow these six steps:

1. Monitor customers generating content about your brand, products and or needs.

2. Leverage your UGC community.

3. Participate in existing customer-driven communities.

4. Respond to negative commentary.

5. Select the right technology to engage your customers.

6. Enable your audience to create content on your behalf.

You can track its value!

Social Media Engagement Models

Remember, messages are not conversations.

Structured Approach to Social Media
2. Strategic Plan 3. Active Engagement
• What are most effective ways to reach audience with • What affinity groups are evident and how do they
content and brand artifacts? 3. self-organize?
• Who are where can we begin the process and leverage Active • Which individuals represent the proper sentiment
network effects? Engagement for our metrics and goals?
• How can we use intelligence to improve search and • How has message and proliferation changed over
keyword strategy? time?

Brand 4.
2.
Messages & Evaluate
Strategic Plan CGM Effectiveness

4. Evaluate Effectiveness
1. Ecosystem Mapping
1. • What is the update and adoption rate and how are
• What is the baseline level of activity and my artifacts being spread?
sentiment occurring in the ecosystem? Ecosystem • How can I leverage the network to amplify the
Mapping
• What are the affinity groups centered impact?
around identified relevant topics? • How can we take this insight and optimize
• Who are the subject matter experts • Future marcomm initiatives
and influencers in these affinity groups? • Feedback loop

Audience Advocacy Program
Primary objective: Identify and engage Brand Advocate groups to become a word-of-mouth channel that will facilitate learning and
trial of multiple our products and services among their family, friends and peers.

Phase 1 Objectives Tactics
1. Organize passionate customers to drive conversations 1. Identification methodology and recruitment program to build & engage advocate base
2. Drive greater retention through deeper engagement across product lines 2. Horizontal community that supports multiple products, services & experiences
3. Facilitate peer learning and sharing 3. Points driven recognition program to deepen and drive engagement
4. Macro understanding of influential powers of different types of advocates. 4. Tools to facilitate sharing, learning and doing
Long Term Objectives 5. Deploy 3 types of advocates to test and learn where we can be most effective; FTE’s,
1. Provide us with an authentic way to gather and operationalize customer feedback formal advocates and self proclaimed advocates.
2. Exponentially grow WOM and increase customer lifetime value
3. Micro understanding of influential power of 3 different types of advocates. Build Goals: Growth and engagement patterns of advocates, +online registrations, +cross
engagement campaigns accordingly. product usage, -churn

Questions to be answered
1. Can we identify and activate our brand advocates? Refine ID/Profile Algorithms
Community
2. Will they be willing to consistently showcase their own inspirational/aspirational uses Advocate/Social Networks

Pilot Design

Scale
Other Users/Social Networks
Users/Social Networks

of multiple products? Campaigns
Start
3. Through this community platform, can we cultivate and grow our base of passionate, Here Ongoing Data Mining

Refine
engaged customers? Build ID
Algorithm
Outreach to
advocates Community
Strategy &
Recruit
Users
Tour
Community Opt-in

Overlay
4. Can we measure the impact on loyalty and retention? 

Über user
Segments
 Tour
 Survey
Platform

  1:1 Interview
Show & tell tendencies TRACKING
 Special interests  Activity level COMMUNITY
 Challenge/Solutions Feedback
What the plan is not Dashboard


Referrals
Ratings


Tips/Techniques
Cool ideas
Reporting  Cross-product usage  Special spaces
1. Brand generated vertical communities 

Content creation
Retention


Contests
Promotions
Refine

2. Viral marketing campaign with short-term results Scale/Growth Triggers Feedback

Engagement
 Evaluate

Drives
 Expand Community
3. One way, brand-to-consumer communication Scope
USER TYPE
RECOGNITION
 Catalyst for deeper
engagement
 Casual
 Drives WOM
 Über
 Advocate
Most brand websites are largely out of sync with the tone and tenor of consumer Higher
Tier

conversation….to remain relevant brand websites need to provide social currency to Invite  advocates for PROFILE
Recognition

deeper involvement Yes
influencers.  Exclusive content
and communication
 Advocate traits
 Behaviors
 Patterns
Social Media Monitoring and Analysis Report, Aberdeen Group, January 2008

Social Media - Engagement Models
Authentic Voice Community Connection
Leverage internal or Outsourced Play a role in the
external experts to evangelize to customers
customers Authentic current participatory
Voice environment

Facilitate relevant
Brand Ambassador conversation at its source
Provide a gated community for
staunch brand allies – access Brand Community Amplify participation with
and assets are key Ambassador Connection a brand or product
through relevance,
Provide a privileged entertainment and utility
relationship for industry
luminaries who are not Gather unfiltered
necessarily our brand allies audience insights from
online communities

Authentic Voice
Direct to Influencer Outreach Program
Objective
• Leverage internal and /or outsourced experts to evangelize to customers
• Place the brand message into the heart of the conversation where it has not existed previously
• Implement a toolset to prioritize and streamline the direct to customer communication plan

Impact to the Organization
• Improve sentiment and customer satisfaction improvements through high value, direct to customer
interactions
• Dramatically increase the workflow efficiency
• Tap into high impact low dollar marketing channel

Success Measured By
• Increased interactions with influential's
• Increase in related topic posts/mentions
• Positive change in overall sentiment and number of posts
• Improvement in number of interactions per SME
• Correlation of sentiment with active and passive participation

Brand Ambassadors

Improving Advocates, Partnerships and
Sponsorships
Objectives
• Provide a gated community for staunch brand allies – access and assets are key
• Provide a privileged relationship for industry luminaries who are not necessarily our brand allies

• Have a highly scalable and measurable means to deliver content and information to group of influential's
• Open up a relatively free distribution channel through the influential's loyal base
• Map ecosystem in order to scale out and prioritize your list of Advocates and your messaging schedule
• Monitor ongoing health of Advocates

Success Measured By
• Passive and active participation metrics
• Sentiment and impact shifts

Community Connection
Facilitating Peer to Peer interactions

Objectives
• Play a role in the customers current participatory
environment
• Facilitate relevant conversation at its source
• Amplify participation with a brand or product through
relevance, entertainment and utility
• Gather unfiltered audience insights from online communities

• Increase brand loyalty by demonstrating a keen understanding of an audience and the brands ability to deliver value to that audience
• Encourage brand or product discovery
• Gain a deeper audience understanding leading to the brand aligning its goals to audience motivations
• Open a more accurate feedback channel to inform product and audience groups

Success Measured By
• Site visits
• Interaction with content
• Positive posts and comments
• Numbers of people participating

Influencer Mapping & Outreach
• An Influencer is an individual that has influence over potential buyers or decision makers. In the
blogsphere we categorize an influencer not as someone with a voice, but someone with an audience
made up of potential customers.

• Influencer Mapping involves the identification of individuals that have influence over potential
buyers, allowing us to orient marketing activities around these influencers. Influencers may be
potential buyers themselves or third parties.

• Outreach defines our approach to engaging with those influencers in order to create connects on
ideas, information (or misinformation) or practices regarding your products and services.

• TruCast a tool that allows companies to track, analyze,
measure sentiment and participate in blogs, forums, social
networks, and online communities

Social Influence Marketing Best Practices
Best practices
• Listen before you talk: Listening can increase loyalty, trust and willingness to recommend a brand or company. When
participants feel heard within the community, 82% say they are more likely to recommend the company's products and services
than before they joined.

• Engage in an ongoing dialogue: Customers expect to have a say about their products and services: how they should fit into their
lives, how they’re designed and packaged, where they can buy them, and how they should be advertised. They are often
passionate about being able to help companies make decisions.

• Keep communities small: Although some social networks thrive on large numbers, online communities for marketers can be
small, as it promotes intimacy and exclusivity. You can’t have a conversation with a million people.

• Measure engagement / participation, not membership: Focus not on how many people log in, but how actively people
participate. Just 1% of people on big social networks create original comment, and another 10% comment on or respond to
content. The other 89% lurk. But by-invitation, branded communities can have participation rates of up to 90%

• Focus on people, not your products: People want to talk about common interests and passions -and not solely your products.
So focus the conversation around what they care most about.

REMEMBER
IT’S A DIALOGUE,
NOT A MONOLOGUE.

“I absolutely ADORE the “Me too! And isn’t
food at that the hostess stunning
restaurant.” as well?”

REPEAT AFTER ME:

“THE GOAL IS NOT TO CONTROL
THE CONVERSATION.”

THE GOAL IS TO:

ENABLE
INSPIRE
INFLUENCE
&……

A Brand is Not What
YOU Say it is. It’s What
THEY Say it is.

Do you remember
Dell Hell?
June 21, 2005

Dell lies. Dell sucks.

But, some Brands Are
Adapting …

• At start of program, 49% of blog posts
were negative. Today, overall tonality is
22% negative.

• Direct2Dell currently ranked 700 on
Technorati, among the highest corporate
blogs.

• Direct2Dell gets more than 5m unique
views per month.

• Over 7,000 ideas have been submitted
via IdeaStorm.

• Studio Dell gets more than 200,000
views per month.

Faceless Companies Now Have Faces

What is the most
important ingredient
for success?

Customer Insight =
Ability to solve problems +
Ability to exploit opportunities +
Ability to satisfy your customers

Great resources Radian6 PowerShift Blog
Avinash Kaushik
Web Strategy Blog
www.radian6.com/blog
Jeremy Owyang
Occam’s Razor Blog
Avinash Kaushik www.web-strategist.com/blog

www.kaushik.net

Engagement: A New Perspective on Marketing
As outlined earlier, if the marketing funnel no longer accurately reflects what marketers can influence, why do they still cling to
it? Because they can measure it, which is reassuring, even if it no longer accurately reflects the real buying process. And, of
course, there are no useful alternatives.

We believe that marketers need a new approach to understanding customers and prospects. This new type of measurement —
engagement — encompasses the quantitative metrics of site visits and transactions, the qualitative metrics of brand awareness
and loyalty, and the fuzzy areas in the middle best characterized by social media.

The Elements Of Engagement:

Engagement goes beyond reach and frequency to measure people’s real feelings about brands. It starts with their own brand
relationship and continues as they extend that relationship to other customers. As a customer’s participation with a brand
deepens from site use and purchases (involvement and interaction) to affinity and championing (intimacy and influence),
measuring and acting on engagement becomes more critical to understanding customers’ intentions. The four parts of
engagement build on each other to make a holistic picture.

• Involvement
• Interaction
• Intimacy
• Influence

Involvement: This component is the most basic measurement of engagement and reflects the measurable aspects of
an individual’s relationship with a company or brand. It includes actions like visits to a site or a physical store, time
spent per page, and pages viewed. While this alone isn’t sufficient, measuring these activities is critical because they
are often the first point of interaction an individual has with a brand and are the foundation for making the
connections to other metrics. For example, Reed Business tracks visitors to its Web sites, the time they spend, the
articles they read by category or channel, and pages they view per week (and across other time periods). This helps
Reed Business distinguish between first-time and repeat visitors, and informs the company of the depth, frequency,
and level of interactions of their visits, helping it determine its content agenda. You can use Web analytics services like
Omniture, Web Trends, or Visual Sciences to measure these activities.

Interaction: This component provides the depth that involvement alone lacks by measuring events in which
individuals contribute content about a brand, request additional information, provide contact information, or
purchase a product or service. Where involvement measures touches, interaction measures actions. These include
click-throughs, completed transactions, blog comments, social network connections, and uploaded photos and videos.
Social media contributions increasingly play a role in calculating the value of a customer and are vital to tracking
emerging behaviors. For example, PETCO tracks when customers browse and sort by top-rated items and then buy a
product, allowing the company to identify the effect user generated content (UGC) has on purchases. You can use
eCommerce platforms to provide transaction data, while social media platforms like Bazaarvoice and UGENmedia
track actions like ratings and reviews, photos or videos uploaded, or connections made in social networks.

Monologue to Dialogue Social Media And Digital Marketing MWalsh

Monologue to Dialogue Social Media And Digital Marketing MWalsh

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