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Schafer, and entrepreneur with 25 years of experience in retail and consumer-packaged goods technology, she began her career at The Proctor & Gamble Company. She was CEO of Marketmax, Inc. prior to its acquisition by SAS in 2003 when she became vice president of SAS Global Retail. She serves on the board of directors of several retail and technology companies as well as the National Retail Federation.":1,"#branded":1,"#<strong ljsid-0=\"\">Bernie Brennan</strong> is a consultant and investor in retail-related technology. He has served in a number of roles over 30 years in the retail industry, with 17 of them as chairman and CEO of Montgomery Ward, Sav-A-Stop Inc., and Household Merchandising. Brennan is a former chairman of the National Retail Federation and earned the Gold Medal Award as Retailer of the Year.":1,"#By Brian Solis":1,"#Measure Success in the New Web":1,"#The Complete Guide for Brands and Businesses to Build, Cultivate and":1,"#Engage!":1,"#By Ben McConnell and Jackie Huba":1,"#When People are the Message":1,"#Citizen Marketers":1,"#http://brandedretailer.com/":1,"#Innovative leadership, an open culture, and digital customer engagement are attributes of these eight companies that have shown success in social media and mobility. Their strategies consistently capture the new world of bringing the store to the customer. These two new channels are forever changing the way retailers and consumer products companies interact with their customers. The technology is here, progressive retailers are using it, and customers are benefiting from it. In a fast-moving world, everything is subject to rapid change, and it will only move forward.":1,"#TAKE THE LEAD":1,"#The data available from social media analytics are unlike any previously available. As analytics mature, there will be better metrics, standards, and software for qualifying benefits. Social media analysis and the accompanying technology are gaining wide acceptance, and are now critical competitive weapons for retailers. They allow companies to listen to customers and engage them, and to use relevant feedback to turn insights into action.":1,"#* Institute scalability":1,"#* Predict future trends":1,"#* Understand sentiment over time":1,"#* Determine the level of influence":1,"#* Understand customer sentiment":1,"#* Categorize data accurately":1,"#* Make analysis an ongoing process":1,"#* Tie analysis to specific objectives and identify the potential decisions that will result":1,"#To select an analytics solution, take these steps:":1,"#Monitoring and analytics software ranges from free tools to pay-for-play solutions and enterprise-ready solutions. These solutions integrate, analyze, and enable organizations to act on intelligence gleaned from online conversations, attributing them to specific parts of their business. They can analyze conversion data; identify advocates of, and threats to, corporate reputation and brand; predict future growth of conversations; quantify interaction among traditional media and social media; and establish a platform for a social CRM strategy.":1,"#Social media analysis incorporates monitoring, measuring, and analyzing Internet-based social media, which combines automated systems and human insight to turn raw data into useful information. These solutions measure conversation, engagement, sentiment, influence, and other attributes by monitoring conversations on blogs, social networks, video views, ratings, and other activities.":1,"#Social media is evolving beyond amassing fans on Facebook to mining the data about customers, brands, products, and stores. These new channels produce enormous amounts of data to be analyzed, understood, and acted on to improved the overall business.":1,"#Social media and mobile initiatives are large undertakings that require internal commitment to be successful. However, the initial investment is relatively low, primarily consisting of the manpower to monitor and maintain social Web sites. Return on investment of social media programs can be difficult to measure, and may depend on the application. Having a clear strategy can help companies attain their goals, although it may not be in a measurable way.":1,"#ANALYZING VALUE: SOCIAL MEDIA":1,"#Twelpforce is Best Buy's Twitter page for customer service. Customers send questions to the Twelpforce page and get real-time responses. Other corporate Twitter accounts disseminate product information and promotions.":1,"#Best Buy's Facebook page includes features like Shop + Share, which lets customers view and shop the entire catalog; the Idea Gift Center, which recommends gifts ideas based on Facebook friends; Recycle It On, information on where to recycle electronics; My Store, store-specific pages; and The Wall, for technical or service questions.":1,"#Blue Shirt Nation, an employee-built social network, connects employees across the company. The collective knowledge can be accessed by everyone, as can accurate product information and best practices. Best Buy also connects its team through Watercooler, a mass communication and dialog tool for employees at all levels; Best Buy Wiki, where employees can post, edit, and search for information; The Loop Marketplace, an idea incubator; and Tag Trade, a prediction game where employees can \"trade\" fictitious money on the future outcome of projects or ideas.":1,"#Best Buy's focus on mobility includes mobile buyer's guides, customer reviews, and more. The company also uses mobile technology to help staff become human search engines. Blue Shirts can call up a customer's order history on their mobile device and recommend appropriate products and services. As one of the largest sellers of smart phones, Best Buy has firsthand knowledge of the customer dynamics in this market. Mobile commerce, a GPS-based store locator, weekly ads, and customer product reviews are some of the ways Best Buy is using mobile. The company's mobile strategy is to \"Help customers shop, learn and buy.\"":1,"#In order to meet these objectives, Best Buy partners with suppliers to lead technology and the timing of product introductions; works with manufacturers to influence design and features; and sources and sells private label products. The sales team recommends products that each customer wants and needs, and the service team promotes customer confidence and loyalty. By satisfying customers where they want to shop, Best Buy builds sales and brand equity. The strategy's three key components are accessibility, localization, and personalization.":1,"#* Be an efficient and effective enterprise":1,"#* Grow internationally":1,"#* Help customers lead a digital, connected lifestyle":1,"#* Grow market share":1,"#Best Buy's growth strategy includes these objectives:":1,"#Best Buy is the largest consumer electronics specialty retailer in the United States, with a 21 percent market share. The company continues to grow, even in the challenging and competitive consumer electronics segment.":1,"#BEST BUY":1,"#By using saved favorites from the Web site, customers can order by text message, with a simple code, or they can browse the complete menu and order from their phones with Pizza Hut Mobile.":1,"#The Pizza Hut iPhone application has been dubbed a \"Killer App.\" Customers can order pizza, wings, and pasta; get coupons and promotions; find a location; and save favorite items. The app has been enormously successful, not only in selling pizzas and building customer affinity, but in extending brand equity.":1,"#In order to implement its Twitter strategy, Pizza Hut sought someone who could effectively socialize on Twitter. The company advertised for a \"Twintern\" to chronicle the company's activities. The job posting generated an enormous amount of publicity, and the newly hired Twintern increased Pizza Hut's followers by ten times in a few months. The company continues to hire Twinterns, and the first one has been promoted to the permanent position of Tweetologist.":1,"#Pizza Hut's Web site lets customers easily order their favorite products. Users can build a custom made pizza and see what they are creating. The Pizza Hut Facebook page includes an ordering application that lets customers order without leaving Facebook. Its wall features customer comments and occasional customer service issues.":1,"#Yum! Brands better connects its employees worldwide through a virtual internal business collaboration network, called iCHING. Employees share best practices and foster breakthrough thinking and innovation. A creative internal marketing campaign introduced iCHING to company employees.":1,"#* Leading with intentionality":1,"#* People capability first":1,"#* Putting a YUM on customers' faces":1,"#* Being the best at building brands and running restaurants":1,"#Yum! Brands, owner of Pizza Hut, KFC, Taco Bell, Long John Silver's, and A&W Restaurants is consistently ranked among the best brands. The company's growth model includes:":1,"#PIZZA HUT":1,"#JCPenney developed a 2-D bar-code coupon program that lets customers carry promotional incentives on their mobile phones, provides the weekly promotional circular via mobile phone, and was one of the first retailers with an interactive iPad version of the circular.":1,"#JCPenney has a YouTube channel with videos about style and the latest fashions, plus promotional and community outreach videos. Twitter is used for announcing promotional events and following celebrities whose brands the store carries. The company works to get its message out through influential bloggers, although it does not have public blogs of its own.":1,"#JCPenney's \"Look Book\" lets customers design, share, and save outfits; vote on others' outfits; change out pieces; and purchase via the Web site. The \"Little Red Book\" highlights styles and trends from the fashion runway, as models show outfits for purchase. Interactive voting is also available for junior apparel runway outfits.":1,"#JCPenney's goal is to be a great place to work and a preferred place to have a career. An internal magazine called jLife is emailed to all associates, who can link to relevant information through bar codes. A forum lets customers share their views on corporate culture, social responsibility, and human resource concerns.":1,"#In 2009, JCPenney decided to discontinue its semiannual \"big book\" catalog, and now engages customers through integrated marketing and emerging digital platforms, including social media and mobility. The company is innovating in the digital space, changing its entire infrastructure to do so. It is re-launching jcp.com, investing in mobile shopping, and adding in-store kiosks so customers can order items that are not available in the store.":1,"#JCPenney has built a merchandising strategy around private brands, exclusive brands, and destination national brands. The company is becoming a fashion leader through collaboration with top designers.":1,"#Establish JCPenney as a growth leader in the industry":1,"#Invest in people":1,"#Consistently delight customers":1,"#Become America's favorite destination for apparel, home, and fashion":1,"#JCPenney has a retail tradition but understands the importance of technology in its business. The company's long-term plan includes four strategies:":1,"#JCPENNEY":1,"#1-800-Flowers.com has been an early pioneer in mobile commerce. There are now downloadable applications for iPhone, Blackberry, and Android. Customers can order gift items right from their phones, and get party tips and recipes.":1,"#The company writes its own blogs and engages with hundreds of other bloggers to bring them closer to the brand. Bloggers get a look behind the scenes of 1-800-Flowers.com, and often share their experience with their readers. On Celebrations.com, the company's social network for party planning, participants share party ideas, recipes, photos, and videos, and get advice on planning.":1,"#Twitter is used to engage with customers about service issues, upcoming events, holidays, and promotions. The company's frequent contests generate a lot of activity.":1,"#The 1-800-Flowers.com Web site provides live chat, product reviews, and comments via email, instant messaging, or social networks. The company's Facebook page includes links to company-sponsored contests, photos, videos, and customer reviews. Customers can shop from the Facebook page and send virtual gifts. Storecast brings the catalog into fans' Facebook newsfeeds so they can purchase from their own Facebook pages.":1,"#Ultimately drive sales":1,"#Drive traffic to the company's Web sites":1,"#Position 1-800-Flowers.com as a gifting and celebratory destination":1,"#Drive customer engagement":1,"#Build individual brand awareness":1,"#The company's social-media strategy is based on five goals:":1,"#1-800-Flowers.com began with retail stores, expanded to telephone commerce, and then to the Internet and e-commerce. Today, 1-800-Flowers.com, Inc. is the world's largest florist and gift shop. In 2009, over 6 million customers transacted with the company, and 52 percent of those transactions came from existing customers.":1,"#1-800-FLOWERS.COM":1,"#Macy's is investing heavily in mobile to make it part of its overall business model. Its traditional media-supported mobile campaigns have opt-ins in the high double digits, especially when combined with discounts. Digital versions of print ads are embedded in digital magazines, and consumers can tap the ad to see more, or tap the digital catalog to purchase on Macys.com. Personalized offers can be pushed to customers' mobile phones or pad devices, tracking what customers buy and promoting specific items.":1,"#Macy's launched an iPhone e-commerce-enabled app and is testing various ad media programs and customer-loyalty applications tailored to mobile. Macy's iShop includes a GPS-enabled store locator, calendar of events, and promotions, including location-specific in-store savings passes. Customers can shop the entire Macy's assortment from their iPhone.":1,"#Macy's is highly sensitive to the unique needs of its customers in local markets. Its key strategy, My Macy's, is all about making the merchandise specific to customers' needs, tailored by style, climate, customer diversity, and size. The more Macy's knows about its customers, the better it can anticipate their needs, inform them, and provide them with superior customer service. Macy's Facebook page includes a Trend Report, showing the latest fashions, promotions, photos, videos, and discussion threads. On Twitter, Macy's resolves customer service issues and communicates trends, promotions, and events. A sleigh tour had Santa tweeting his location to Macy's followers, and a Valentine's Day promotion awarded a diamond ring to the tweeter of the \"sweetest tweet.\" Macy's YouTube channel includes videos of fashions, celebrities, Macy's commercials, and the famous Macy's Thanksgiving Day's Parade.":1,"#Enhancing customer engagement, loyalty, and traffic through more brand-focused and effective marketing":1,"#Improving the overall shopping environment":1,"#Delivering obvious value":1,"#Differentiating merchandise assortments and tailoring them to local tastes":1,"#Macy's has a larger-than-life image, represented by the iconic red star logo that is a timeless symbol of the all-American brand. Macy's recently updated its business strategy, identifying four priorities:":1,"#MACY'S":1,"#The combination of social media and mobility is the biggest benefit to Wet Seal. The combination lets customers see what others are wearing with a particular item they see in the store. The company is exploring ways for teens to be able to pay from their smart phones. They will be able to show an outfit to their parents for approval, and the parent can authorize the payment from the phone.":1,"#By mining the data collected through these tools, the company can identify exactly what trends and which combinations of merchandise are selling. Shop with Friends sessions are recorded to identify which products customers were browsing, what feedback friends had, and whether a purchase was made.":1,"#WetSeal's Web site and Facebook page include Shop with Friends, an application that lets customers shop with friends in real time. They can also get help from personal shoppers or gain parental approval for an outfit before purchasing it. With Wet Seal's mobile commerce site, shoppers can purchase online and have access to real-time inventory updates and location-based store look-ups.":1,"#Wet Seal focused on three strategies: sourcing and buying techniques, understanding customers, and enhancing the company's technology, including innovations in social media and mobility. Outfitter is an online social community that lets teens design outfits that can be saved to a virtual runway. Teens can vote for outfits and purchase them from Outfitter. The companion iPhone app, iRunway, drives cross-channel shopping and more purchases in stores. Consumers can scan a style number from an item's price tag and instantly view a variety of customer-generated outfits containing the item. In-store kiosks were piloted to test the program in stores, for those customers who do not yet have iPhones.":1,"#At Wet Seal, teens enter their own virtual fashion world where they create and rate one another's outfits and chat with friends about the latest styles. The beauty of the strategy is that most comments originate from teens socializing with one another about shopping at Wet Seal.":1,"#Wet Seal is a junior-apparel brand whose target market is 13- to 19-year-old girls seeking trend-focused and value-priced clothing and accessories. There are 425 Wet Seal stores across the country, and the company owns 80 Arden B stores, catering to women 25 to 35 years old.":1,"#WET SEAL":1,"#Zappos has not wanted to introduce a mobile application simply for technology's sake and risk a bad experience, so it is taking steps to ensure customers will find it easy to shop with mobile technology.":1,"#Zappos has extended its daily customer interactions from 6,000 daily calls and 400 daily Web chats to over one million interactions per day. Zappos has close to two million Twitter followers tweeting about products, promotions, and for customer service inquiries. On Facebook, more than 50,000 followers read blogs and customer reviews, watch videos, and laugh with the \"Zappets!\" puppets.":1,"#The Zappos Web site includes links for customers to share product pages with their friends. Source code can be copied and pasted into any blog, and customers can click the Facebook \"Like\" button and see which of their friends like the same product.":1,"#The Zappos culture is based on core values that include delivering the \"WOW' factor through customer service, fostering a family spirit, being adventurous, embracing change, remaining open-minded, and creating a caring and trusting environment. Zappos grew from less than two million dollars in sales in 2000 to over one billion dollars in 2010, with 75 percent of its sales from repeat customers.":1,"#ZAPPOS":1,"#Starbucks believes the digital revolution is a journey that is just beginning. It has seized the opportunity to use these new channels for communicating its unique strategy and culture worldwide.":1,"#Starbucks is experimenting with \"geolocation sharing\" social games like Foursquare and Brightkits. Users who check in at a Starbucks earn points and can collect badges and receive promotional coupons.":1,"#Starbucks sees mobile as a \"green field\" of opportunity, and has two iPhone touch-enabled mobile applications which focus on customer loyalty, gift cards, payment, and social engagement. MyStarbucks identifies nearby stores, shows menu items and descriptions, and allows customers to \"build\" coffee drinks. The Starbucks Card Mobile application allows users to store cards on their phones, check balances, reload, check rewards points, and, in some markets, use the phone for electronic payment.":1,"#Starbucks then went to Facebook and Twitter because that is where the customers were. By listening to what customers were saying, Starbucks refined its online strategy and added blogs, an internal social network, and links to Facebook, Twitter, and YouTube on company-sponsored pages from its website.":1,"#My Starbucks Idea lets customers share ideas on how to create the perfect Starbucks experience. A dedicated group of \"Idea Partners\" reads the comments and gathers the most popular and innovative for consideration. Starbucks keeps the community informed about which ideas have been recommended for implementation.":1,"#A key component of Starbucks' strategy is to reignite its customers' emotional attachment to the brand, extending connections beyond the coffeehouse. Starbucks created a digital coffee shop--a community that allowed customer to speak their minds to one another and to Starbucks partners.":1,"#STARBUCKS":1,"#Eight retailers, selected for their success in using social media and/or mobility, demonstrate how companies can capitalize on their existing culture and strategy in this space.":1,"#* Mobile social media has enormous future growth opportunities, and social networks are an important source for customers to hear from others about their opinions. In location-based social networks and social gaming, retailers have opportunities for promotions and advertising.":1,"#* Better educated associates, who have accurate, timely product information in hand":1,"#* Store locations, utilizing GPS and mapping capabilities":1,"#* Customer loyalty, by offering relevant incentives to loyal shoppers":1,"#* Mobile commerce, bringing the check-out process to the customer, or applying electronic discounts":1,"#* Product research, ratings, and reviews":1,"#Mobile devices can provide customers with:":1,"#<strong ljsid-0=\"\"> *Location-based marketing,</strong> enticing a customer to visit a store based on the customer's location.":1,"#<strong ljsid-0=\"\"> *Mobile interactive brand marketing,</strong> giving customers opt-in opportunities by offering appropriate incentives":1,"#<strong ljsid-0=\"\"> *Mobile promotional pre-shopping,</strong> using digital circulars and coupons":1,"#<strong ljsid-0=\"\"> *Mobile call to action,</strong> including banner ads, coupons and promotional offers":1,"#Digital marketing and advertising are extensions of equity marketing and promotional advertising. Mobile marketing and advertising applications include:":1,"#Ninety-one percent of Americans now own a mobile phone. Mobile phones can be smart phones that can run applications (apps), or feature phones, which have no computing power or connectivity. Smart phone use is expected to increase sharply, so retailers should be developing mobile Web sites and applications. At the intersection of social media and mobility is a breakthrough opportunity for retailers. No simple, cross-channel approach exists, as each company's strategy should be based on its needs and business model.":1,"#MOBILITY":1,"#While it is impossible to predict which of these sites will ultimately have staying power, retailers should consider a presence on the most popular sites, commonly considered to be Facebook, Twitter, and YouTube.":1,"#<strong ljsid-0=\"\"> *Location-based social media sites</strong> let users share their locations through GPS, mobile email, or text. Retailers are beginning to take advantage of these sites by offering promotions and other incentives to people who check in and visit their establishments.":1,"#<strong ljsid-0=\"\"> *Blogs</strong> are Web sites where a person provides a stream of remarks or observations on a particular topic. Retailers create their own blogs to educate consumers about their brand, culture, and strategy or to tap into the comments of other bloggers who can spread the word about their brand.":1,"#<strong ljsid-0=\"\"> *Private social-media sites</strong> are owned by a brand for a specific reason, accessed from the retailers' Web site, and can include content and data that are controlled by the retailer.":1,"#<strong ljsid-0=\"\"> *Social gaming</strong> is a popular activity on Facebook and MySpace. Players compete against other players to collect points. Gaming can be a branding opportunity for retailers, as points can be earned for completing surveys or making purchases.":1,"#<strong ljsid-0=\"\"> *YouTube</strong> is a video-sharing Web site on which users upload, share, and view videos. Retailers can benefit from having a YouTube channel if they have videos that can help define its culture, brand, strategy, and products.":1,"#<strong ljsid-0=\"\"> *MySpace</strong> was once the leader in Internet social networking but has declined in popularity since 2008. The demographic has gotten younger and the site focuses on music and entertainment.":1,"#<strong ljsid-0=\"\"> *Twitter</strong> lets users send and read messages known as tweets, which are shown on the author's profile page and delivered to the author's \"followers\" (subscribers). Using Twitter to sell something is frowned upon, but it can be an excellent channel for providing customer service, covering live events, and communicating a culture.":1,"#<strong ljsid-0=\"\"> *Facebook</strong> is the largest and most influential social network. Forty percent of the U.S. population is on Facebook, and over 100 million active users access Facebook through mobile devices. Facebook is \"the World's Most Popular Site,\" according to Google. Most retailers still use Facebook for communicating promotions, but the more effective use is to build loyal relationships with \"fans,\" which can lead to potential customers.":1,"#Each social media site has a different following and a different means of communication:":1,"#Customers use social media to search for coupons and deals and to talk with one another about favorite brands. Companies need to know what people are saying about their brands and be part of the conversation. Research shows that customers who interact with a retailer on a social media site are more satisfied, more committed, and more likely to purchase that brand in the future. Social media is growing most quickly among older age groups, showing double-digit growth for those ages 12 to 54 and triple-digit growth for those over 55. The opportunity for a retailer to directly engage with its customers and leverage its message is amplified by the size, growth rate, and level of engagement of the audience.":1,"#<strong ljsid-0=\"\"> *Social network:</strong> a website where users connect with others who share common interests, origins, education, and so on. Social networks include Facebook, LinkedIn, MySpace and Twitter.":1,"#<strong ljsid-0=\"\"> *Social media:</strong> electronic media for social interaction.":1,"#<strong ljsid-0=\"\"> *Web 2.0:</strong> the second generation of the World Wide Web, where content is user-generated, interactive, and dynamic.":1,"#Facebook, YouTube, Twitter, and other social sites are gathering new users at triple-digit rates. New applications and new uses continue to emerge. New terms that have come out of this technology include:":1,"#SOCIAL MEDIA":1,"#Customers are talking about companies and offering opinions on everything imaginable. What is said about a brand is broadcast widely and memorialized forever. Smart companies listen to their customers and interact with them in a caring, problem-solving manner that inspires loyalty. Retailers need to determine how these new channels fit into their overall strategy. If they are extensions of the brand and an integral part of the business, they will add to the success of a retailer's overall growth and market share.":1,"#Retailers who embrace new technology can gain market acceptance and surpass their competition. Leading-edge retailers have adopted a proactive culture, focusing on engaging with customers by using social media and mobility. Customers blog about products and service, compare prices from mobile phones, become fans of products on Facebook, show off their purchases on YouTube, and review products and companies on Twitter. Nearly two billion people access the World Wide Web, with 239 million users in the United States (77.4 percent of the population). As of July 2010, Facebook had over 487 million users, Twitter had over 105 million registered users, YouTube served up over 32 billion videos per month in the United States, and MySpace had over 119 million users. There were 286 million mobile phone users in the United States and 4.6 billion worldwide. Retailers now face a new paradigm. Customers are in charge, and they use these channels to communicate their opinions of products, quality, and service. Retailers who listen to, engage with, and support customers will extend their brands, and those who do not will be left behind. These new digital channels level the playing field.":1,"#BRINGING THE STORE TO THE CUSTOMERS":1,"#Customers have become technology savvy--blogging about products, instantly comparing prices, becoming fans on Facebook, and posting videos on YouTube. Retailers need to listen to what is being said about their products and services on social networks and become part of that conversation. Retailers of any size can gain a distinct competitive advantage by going where customers spend their time, and bringing the store to the customer. In <strong ljsid-1=\"\">Branded!</strong>, Bernie Brennan and Lori Schafer show businesses that by understanding and leveraging social networks and mobility, they can engage with customers like never before. Those retailers who understand that the customer is now in charge can use that understanding to compete and win.":1,"#Customers have become technology savvy--blogging about products, instantly comparing prices, becoming fans on Facebook, and posting videos on YouTube. Retailers need to listen to what is being said about their products and services on social networks and become part of that conversation. Retailers of any size can gain a distinct competitive advantage by going where customers spend their time, and bringing the store to the customer. In <strong ljsid-1=\"\">Branded!</strong>, Bernie Brennan and Lori Schafer show businesses that by understanding and leveraging social networks and mobility, they can engage with customers like never before. Those retailers who understand that the customer is...":1,"#The impact that social media and mobility will have on retail has yet to be realized, and the largest impact may be at the intersection of these two technologies.":1,"#Retailers can learn from other retailers, including their competitors, how to best use social media and mobility to reach consumers. The investment in these new technologies does not have to be large, and technology can level the playing field for any size company.":1,"#Retailers should consider a presence on the most popular social networking sites, commonly considered to be Facebook, Twitter, and YouTube.":1,"#Consumers are technologically savvy and use social media and mobile technology to learn about and talk about retailers, their brands, their products, and their services. Companies need to listen to and become part of these conversations.":1,"#In <strong ljsid-1=\"\">Branded!</strong>, Bernie Brennan and Lori Schafer offer businesses the following advice concerning social media and mobility strategies:":1,"#The book begins with three introductory chapters, which should be read in order. These are followed by eight chapters, each of which is devoted to a retailer who has successfully utilized social media and mobility to improve their business. These case studies can be read in any order. The last two concluding chapters should be read after the case studies.":1,"#Executives and marketing managers of retail companies who want to understand and utilize social media and mobility would benefit from reading <strong ljsid-1=\"\">Branded!</strong> The book includes case studies of eight companies who have achieved success in the nascent social media and mobility space. Notes at the end of each chapter serve as a direction to the reader as to where to look for additional information.":1,"#©2010 by SAS Institute":1,"#by Lori Schafer, Bernie Brennan":1,"#Clicking this link will redirect to relevant products for the Authors Bernie Brennan.":1,"#Clicking this link will redirect to relevant products for the Authors Lori Schafer.":1,"#Lori Schafer":1,"#Entrepreneur <a ljsid-1=\"\"><strong ljsid-1-0=\"\">Kara Goldin</strong></a> is the CEO and founder of hint inc., the San Francisco-based healthy lifestyle company. A sought after keynote speaker, Kara has written for <em ljsid-3=\"\">Forbes</em>, <em ljsid-5=\"\">Entrepreneur</em>, and Fortune.com. In 2016, she launched The Kara Network, a digital resource and mentoring platform for aspiring and established entrepreneurs.":1,"#Quick advice on building a brand is, put your stakes in the ground and really understand what your brand stands for and stick to it. Because the minute that you waver, I think that the consumer will actually sniff that out and will not consider you or your brand to be authentic.":1,"#And so, I am a firm believer that customers will actually remember brands based on people that they associate with those brands. And I think it's a huge advantage for young companies, entrepreneurial companies, to be able to really speak to that and highlight sort of their “why” and where this came from, their purpose, lots of things about the brand, and really story tell around how they decided to do it, but also, you know, what is it actually doing for people. Because in today's day and age, I mean, large brands, it's really the challenge that they have in competing with the smaller brands: They don't have those founding stories. Nobody knows—or I should say very few people know—how Coke got started or how Pepsi got started or General Mills got started, right? There may be a few people out there, but the general public doesn't know how those brands actually got started.":1,"#And so, I am a firm believer that customers will actually remember brands based on people that they associate...":1,"#So I run a beverage company, or I should say I started out as founding and I'm the CEO of a beverage company called Hint, and that really started out of my own interest to find a drink that didn't have diet sweeteners in it. What I've seen is that brands that really have lots of respect and power, especially in today's day and age, are the ones that really have a back story, and typically it's a founder's back story.":1,"#think-before-designing-your-logo":1,"#Brands could benefit in the long term from shifting the structure of their visual marketing communications to align with their brand positioning.":1,"#The implications of our research extend to many other visual marketing communications, including print advertisements, website layouts, and app user interfaces. Marketers can take advantage of our findings and anticipate the consequences of key visual design decisions.":1,"#Brands should consider using design elements that encourage structured/unstructured perceptions of logos, products, product packaging, and retail store design according to whether their brand is primarily associated with utilitarian/hedonic benefits.":1,"#Lessons for Chief Sales Officers":1,"#This research offers actionable insights for marketers and visual design specialists working with design, advertising, social media communications, visual merchandising, and the appearance of retail environments. Specifically, the findings suggest that perceptual structure can be used as an efficient marketing communication tool. And it can encourage consumers at the point of purchase, being a relatively costless way to reinforce brand positioning.":1,"#Finally, we find that for brands perceived as more utilitarian, structured perceptions are associated with greater financial brand valuation and customer-based brand equity than unstructured perceptions. The opposite is true for brands perceived as more hedonic.":1,"#Second, when consumers made choices considering functional goals (such as choosing a restaurant that provides a fast and reliable experience), they were more likely to pick a restaurant perceived as structured. However, when the choice involved hedonic goals (such as choosing a restaurant providing an entertaining and exciting experience) they were likely to pick the option perceived as unstructured. Importantly, we consistently find that these effects, across a variety of visual marketing communications, induce a structured versus unstructured perception in different ways.":1,"#First, we found that in a large-scale field experiment, when a perfume was positioned as utilitarian (\"Long-lasting. Great for work and everyday occasions\"), consumers were more likely to click on the advertisement depicting the perfume with a visual design perceived as more structured than its unstructured counterpart. When the perfume was positioned as hedonic (\"Delightful. Great for special and fun occasions\"), consumers were more likely to click on the advertisement depicting the perfume with a visual design perceived as more unstructured than its structured counterpart.":1,"#In short, we find that visual design characteristics that encourage structured perceptions of visual communications (such as when the visual elements have high proximity, high similarity, and symmetry) can reinforce beliefs about utilitarian-positioned brand performance. On the other hand, visual design characteristics that encourage unstructured perceptions of visual communications (for instance, when the visual elements are asymmetrical, have low proximity, or low similarity) can reinforce beliefs about hedonic-positioned brand performance. These reinforcements occur because structure and lack of structure have specific associations that consumers use to make inferences. Our suggestions are supported by a series of carefully designed experiments, both in the lab and in the field, and an analysis of industry data.":1,"#At the other end of the spectrum are brands such as Pepsi, which promise benefits related to enjoyment, pleasure, and experiences—collectively referred to as hedonic benefits. In this case, marketers can benefit from using visual design properties that convey lack of structure. The visual elements of Pepsi's marketing communications are relatively more asymmetric, free-flowing, unbalanced, and irregular. Our research suggests that these characteristics reinforce consumers' beliefs about the performance of hedonic-positioned brands.":1,"#Utilitarian vs. Hedonic Brands":1,"#It is well known that customers are subliminally influenced by visual marketing tools such as logos, packages, and retail displays; they use them as a basis to make judgments about brands delivering on their promise. For brands that promise utilitarian (functional, instrumental, and useful) benefits, we find that consumers are encouraged by visual designs perceived as more orderly and structured. This suggests marketers can capitalize on the power of perception to influence beliefs about brand performance, which ultimately influences product interest and choice.":1,"#In a new Journal of Marketing article, we find that a sense of order and structure can reinforce claims about a brand's utilitarian benefits. Intel's visual marketing not only communicates the company's vision and positioning but also reinforces them through specific design properties. We identify a variety of design properties that can influence perceptions of structure in visual elements, including symmetry, balance, geometry, regularity, proximity, and similarity.":1,"#In a new Journal of Marketing article, we find that a sense of order and structure can reinforce claims about a brand's utilitarian benefits. Intel's visual marketing not only communicates the company's vision and positioning but also reinforces them through specific design properties. We identify a variety of design properties that can...":1,"#Brands are constantly updating their visual identities. Intel recently went through its third visual brand identity refresh in half a century, and its new logo has iconic symmetry, balance, and proportion. The underlying geometry is apparent in the design. Could visual design characteristics influence consumers' perceptions about the brand?":1,"#by Chris Janiszewski, Felipe M. Affonso":1,"#How marketers can capitalize on the power of perception to influence beliefs about brand performance":1,"#Clicking this link will redirect to relevant products for the Authors Felipe M. Affonso.":1,"#Clicking this link will redirect to relevant products for the Authors Chris Janiszewski.":1,"#Brand identity is the configuration of words, images, ideas, and associations that form a consumer’s aggregate perception of a brand—in other words, its “meaning.” Essentially, brand identity is a unique fingerprint that makes a brand one of a kind. Nonetheless, this identity is not what a marketer creates but what consumers perceive has been created. This perception hinges on who consumers are as individuals, their environments, and the signals sent from the brand itself. What settles within each consumer’s life through these filters is the only true identity the brand has created. The remainder are only intentions and wasted messages.":1,"#Lynn B. Upshaw":1,"#Building Brand Identity":1,"#Intellectual property is the sum of the distinct components that make up a brand and the brand’s campaign. These components include the product or service’s name, logo, slogan, script of the commercial, music that accompanies the commercial, design of the product, design of the product’s packaging, distinctive colors of the product or its packaging, paper ad copy, appearance of the retail location, unique sounds and smells that are associated with the brand campaign, and the website’s content. A brand’s intellectual property can be protected through the use of copyrights, trademarks, trade dress, trade secrets, and design patterns. By protecting every aspect of a brand’s ad campaign, the brand will last longer, have a stronger impact, and increase the company’s return on investment. In the Brand Rewired approach, all of an organization’s departments are in communication with each other at every point in the brand’s life cycle. Finance, research and development, brand/ad agency, marketing, trademark/advertising counsel, consumer insights, and the patent counsel all work together continuously. In this way, the company can ensure that no time will be wasted on ideas and that are already another corporation’s intellectual property.":1,"#Brand Rewired":1,"#The article discusses the personal branding and personal marketing aspects of the \"You, Inc.\" concept. Topics covered include the difference between personal branding and personal marketing, the common mistakes that affect personal marketing, and tips on how to strengthen personal brand. It also discusses the importance of developing a personal marketing strategy based on set goals.":1,"#Ines Temple":1,"#Strengthen Your Personal Brand":1,"#Customers have become technology savvy—blogging about products, instantly comparing prices, becoming fans on Facebook, and posting videos on YouTube. Retailers need to listen to what is being said about their products and services on social networks and become part of that conversation. Retailers of any size can gain a distinct competitive advantage by going where customers spend their time, and bringing the store to the customer. In Branded!, Bernie Brennan and Lori Schafer show businesses that by understanding and leveraging social networks and mobility, they can engage with customers like never before. Those retailers who understand that the customer is now in charge can use that understanding to compete and win.":1,"#Branded!":1,"#When trying to build a brand, it’s vital that you have a back story. Kara Goldin emphasizes the importance of understanding exactly what your brand stands for and adhering to it.":1,"#Building a Company Brand":1,"#In Digital Branding, Daniel Rowles asserts that without a clear understanding of the strategic impact of digital branding, it is impossible to develop clear and measurable objectives. To succeed, companies need more than a shiny logo, a catchy phrase, a sleek TV commercial, and a celebrity endorsement. Consumers now live in a digital world, and marketers have to go where these potential clients live and play.":1,"#Digital Branding":1,"#Sound can deliver functional cues and create emotional connections, but most marketers haven’t discovered how to integrate distinctive sounds successfully into their marketing strategies. In Audio Branding, award-winning marketing strategist Laurence Minsky and branding expert Colleen Fahey explain how you can increase customer loyalty by integrating sound into your brand.":1,"#Image is everything. Learn to build your personal brand, control the narrative, and take charge of how the world sees you.":1,"#Building Your Personal Brand":1,"#Finally, we find that for brands perceived as more utilitarian, structured perceptions are associated with greater financial brand valuation and customer-based brand equity than unstructured perceptions. Brands are constantly updating their visual identities. • Brands could benefit in the long term from shifting the structure of their visual marketing communications to align with their brand positioning.":1,"#Think Before Designing Your Logo.":1,"#355 Results found for <span ljsid-1=\"\">\"branding\"</span>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> David N. Martin":1,"#Voice":1,"#Gestures":1,"#7573 - 7575 of 7575":1,"#by Andrés Tapia":1,"#4-baseline-strategies-for-marketing-to-generation-alpha":1,"#Copyright of Marketing News is the property of American Marketing Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.":1,"#The important thing to understand is that these are generalizations and ideas of where to begin. The bottom line is we need to continually be talking to current and future students to understand what matters. Coming full circle, that means we must continue our work to stay a step ahead to ensure that we are leading the change on our campus and then working to tell those stories in new, creative, authentic ways.":1,"#Where to Begin":1,"#This generation has grown up in an Amazon world, where every online experience is personalized—except higher education marketing (specifically our websites). We must change that. My guess is that this generation will use ChatGPT (or its future iteration) to explore and search for colleges. That means we must have accurate content on our websites in order to curate that personalized experience. Additionally, customized search and homepage content is the norm for this audience. We must find ways to connect our CRM to our websites to effectively communicate to students in an online website world. Corporate America has been doing this for some time, but higher education has lacked the ability or willingness. We must change that to really engage with this audience.":1,"#Website Personalization":1,"#According to the Annie E. Casey Foundation, the poverty divide has widened for this generation of learners, and the split between \"haves\" and \"have nots\" is bigger than ever before. Not everyone has the basics, while others have an abundance. This generation sees this in the lunch line and on the playground and wants to do something about it. It is important for our university brands to share how we are being good stewards of resources and the environment. This could be through volunteer programs, no-cost classroom resources, a robust recycling effort, or something else. These students want to know how we're working to improve our local community, provide a level playing field for all students, and treat our planet better.":1,"#This is a generation that has grown up with everything being a \"moment.\" Just look at all the tweens showing up to the movies in their Barbie pink or attending Taylor Swift or Jojo Siwa concerts with mom. Because cameras are a daily part of life for this generation, they understand and expect pictures and videos to be taken at events—\"doing it for the 'Gram\" is part of the process. That means we as marketing teams must ensure that interactions with our brand are also experiences. It is no longer enough to set up a backdrop and encourage students to take a selfie. The experience must also translate to our emails and mailed items. To everything. The sooner we start thinking about the experience of our institutions and our processes, the better we can make sure that these things convey our brand and add to the experience we want students to have.":1,"#Experience Matters":1,"#This generation, more than many before, is less interested in the \"flash\" of our picture-perfect marketing campaigns. Having grown up in an iPad and Instagram world, these students have a strong understanding of what is staged versus authentic. They, more than other generations, understand that what's on the grid does not always represent reality. For our marketing and branding campaigns to resonate, our beautiful, scripted messages with perfect production must also incorporate behindthe- scenes content, low-fi student reflections, and candid assessments of where we're going. Without this balance, our branding may fall flat to a generation looking for real students and honesty about what to expect.":1,"#Authenticity in Branding":1,"#With that in mind, here are four baseline strategies we should consider to ensure that we're best prepared for engaging with this audience.":1,"#As marketing and communication leaders, it is our job to stay one step ahead in our marketing efforts. That means talking now about what we are doing to begin marketing to a group of students who will be attending college within the decade. That group of students is part of the newest generation, Generation Alpha. The Annie E. Casey Foundation refers to Generation Alpha as students born from 2013 through 2025, and believes that this is one of the most racially diverse and technology-native groups of learners our campuses will have experienced. That means we should begin planning now for meaningful ways to engage these students when they begin the college exploration process in earnest.":1,"#We must find ways to connect our CRM to our websites to effectively communicate to students in an online website world. Corporate America has been doing this for some time, but higher education has lacked the ability or willingness. We must change that to really engage with this audience.":1,"#Scott K. Edinger":1,"#4 Baseline Strategies for Marketing to Generation Alpha.":1,"#Tony Cole":1,"#<span ljsid-1=\"\">6</span> of <span ljsid-3=\"\">51</span>":1,"#<span ljsid-1=\"\">5</span> of <span ljsid-3=\"\">51</span>":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Maria Ross</strong></a>, founder of Red Slice, helps organizations build strong leaders, thriving cultures, and winning brands through the power of empathy. A sought-after keynote speaker, author, and podcast host, she has inspired audiences at events like TEDx and the <em ljsid-2=\"\">New York Times</em> Small Business Summit. Her insights have been featured in major media outlets, including MSNBC, NPR, <em ljsid-4=\"\">Forbes</em>, and <em ljsid-6=\"\">Newsweek</em>.":1,"#Differentiation is not just about doing something no one else does. You can pull these various levers to uniquely stand out.":1,"#Your vibe: What is your unique voice or personality that your ideal customers love? Are you playful and whimsical? Conservative and stable? Provocative and profane? Stand out by how you genuinely look, act, and talk. Don't try to be something you're not to copy another brand. Method does this very well within the cleaning products industry. With a quirky and casual vibe across everything from ads to their packaging, they definitely stand out from the crowd.":1,"#Your people: Maybe you speak to a different audience than others, like Honda and Porsche. They're not selling to the same person with the same needs. Stand out based on who you serve and speak directly to them. Whether it's toddler moms or tax accountants, small business owners on a budget or wealthy investors, you can differentiate by speaking to a certain audience or those who aspire to be that audience.":1,"#Your value: What are the main benefits you offer? Honda and Porsche both sell cars, but they don't promote the same benefits because they're speaking to different buyer desires. Honda is about safety, reliability, and value, while Porsche is about speed, performance, possibly even cachet. Within your category, what do you want to be known for? Find the white space.":1,"#Here are three specific ways to differentiate your message in a crowded market and stand out:":1,"#If a customer can solve the problem in a different way, that's in essence your competition, even if that means they do nothing. And you're likely not the only one that can solve a specific problem or offer certain benefits. But how you do it is the key. No one does it exactly like you do. So how do we differentiate from 9,374 different options out there? Well, there are more levers to pull than you think.":1,"#If a customer can solve the problem in a different way, that's in essence your competition, even if that means they do nothing. And you're likely not the only...":1,"#Differentiation is not what you think it means. If you think you have no competition, or that lots of others do exactly what you do, you're wrong on both counts. Differentiation doesn't just mean offering something that no one else offers. Unless you've got some sort of moon teleporter, I highly doubt many businesses are doing something as utterly unique as they think they are, at least in the eyes of prospects.":1,"#<a ljsid-0=\"\"><strong ljsid-0-0=\"\">Drew Neisser</strong></a> is the founder of Renegade, the award-winning strategic boutique for B2B innovators, and CMO Huddles, the only peer network exclusively for B2B CMOs. Uniquely wired as both strategist and writer, Neisser has helped dozens of CMOs build unbeatable brands and told the stories of over 400 marketing CATS via his top-rated podcast, Renegade Thinkers Unite, and his column for <em ljsid-2=\"\">Ad Age</em>.":1,"#<em ljsid-0=\"\">Personalization</em>. The second key framework for approaching this is all about personalizing at scale, which has been a dream of marketers. AI can analyze vast amounts of data to understand your B2B customer's preferences, behaviors, and pain points. It'll help you get to insights faster, which will allow you to create personalized marketing messages, which is so important to the person at the other end of this, so you could even tailor your offers. This level of personalization not only deepens customer engagement, but also boosts conversion rates, ultimately driving more revenue for your business. Even your sales reps can use generative AI to help them personalize their outreach, increasing the likelihood they'll have a truly valuable conversation with your prospects.":1,"#<em ljsid-0=\"\">Augmentation</em>. A lot of people are afraid that this is going to be about replacement, that the robots are going to take over. The robots don't take over. It's about augmentation. It's about making humans be able to do things they couldn't do before, faster and better....":1,"#In 2017, Donald Miller published an answer to that: It's a book called Building a StoryBrand, and it's now sold more than a million copies and has cemented him as the king of brand storytelling. In it, he explains that brands must tell stories the same way that movies do: Your story must center on a hero (your customer) who needs a guide (your company), and the guide provides a plan, a call to action, and helps them...":1,"#Robert Rose":1,"#<span ljsid-1=\"\">4</span> of <span ljsid-3=\"\">51</span>":1,"#<span ljsid-1=\"\">3</span> of <span ljsid-3=\"\">51</span>":1,"#Yes. How do we relate to people today? The homeowner today is not the homeowner from 30 years ago. How do we talk to them? How do we tell the story differently?":1,"#It sounds like you've identified the timeless message, and now you discover fresh ways to get there.":1,"#It's kind of: How do you keep things fresh, and how do you reinvent yourself along the way? Because I think they go hand in hand. How are you learning new things? How are you thinking about things from a different perspective? You have to think about your messaging the same way. I might be talking about starting a business for the thousandth time—but how am I making it different and unique so it can be intriguing and relevant? You want to incorporate a new tidbit, a different takeaway.":1,"#You've been playing this public role for a long time now. Does it ever feel repetitive?":1,"#But the brand is old enough, and I was so entwined with the brand, that there's value in periodically bringing us back to our roots and making that connection. I may not be in absolutely every campaign anymore. But I think there's value in sprinkling it in.":1,"#I always told the team, \"Using me as the key spokesperson can be good for the brand. It could also be limiting for the brand.\" Since it has to be my authentic self, they don't have a lot of room to be super creative in how they think about their advertising campaigns and things like that. It was the right time for us to think about the brand standing independently.":1,"#There was a time when you stepped back from being a public face of the brand, and then you returned. Tell me about those two decisions.":1,"#It creates an incredible cultural moment as well: We can give people a level of accessibility where they're like, \"Yeah, you can talk to Angie.\" The customers appreciate it. We're working with small businesses, and they're wearing many hats trying to grow a business. If they have a pain point that we can help solve, I want to hear about it.":1,"#Which, as an introvert, kind of gives this role a purpose. And it's analytical. I'm learning a ton. I've institutionalized this process. I actually do office hours; anybody can sign up—pros, customers—for a 15-minute slot, where we'll talk about anything you want to talk about. Those calls are incredibly valuable to us as an organization to help us learn.":1,"#So you identified the utility of your sudden fame. You thought: This is a business function, and I'm going to see it as a business function.":1,"#I still spend a lot of time talking to our customers, because I think one-on-one conversations are incredibly valuable, and we don't do enough of them.":1,"#I viewed it as a privilege, and I needed to treat it as such—taking the time and being gracious with people. I would tell the team this as well: I have the luxury of being able to talk to all of our customers, because they feel like they can come and talk to me in person. I can collect all kinds of feedback, and it makes the business better.":1,"#How did that responsibility change as you became more famous?":1,"#It's important to define what world you're going to operate in, and what topics are good for you to talk about. Also, understand that you're in the public realm, and people are going to see you as the spokesperson. You've got to be prepared for that.":1},"version":203521}]