Steinlager Pure – Born To Defy: Meet William Trubridge, 15 x World Champion FreeDiver and proud New Zealander, defying the world’s expectations 101m at a time

Amazing spot from DDB New Zealand for local lager Steinlager, featuring free diver William Trubridge, here taking a slow descent into the abyss. Great photography and an impressive ad, though we’re not quite sure how any beer, even Steinlager, can be said to defy anything other than perhaps sobriety..

Cannes Lions: 60 Years of Ad Innovation [INFOGRAPHIC]

Cannes Lions: 60 Years of Ad Innovation [INFOGRAPHIC].

 

Each year, around 11,000 members of the global creative communications industries come together to be inspired and educated at Cannes Lions.

Since 1954, the Cannes Lions Awards have set the benchmark for excellence in creative communications. Here is where you can find out more about the Awards, including details about pricing, the rules and who will be judging the work in 2013.

This infographic by SapientNitro explores the festival’s history, highlighting its growth through the decades and this year’s notable speakers.

 

Cannes Lions Festival infographic

Homepage image courtesy of Flickr, whippets.chrichri

SoLoMo 2012 : focus sur 2 campagnes clés ! | stratégie communication cross media et Solomo

SoLoMo 2012 : focus sur 2 campagnes clés ! | stratégie communication cross media et Solomo.

Ce n’est pas une nouveauté, le SoLoMo, que l’on a déjà mentionné lors de notre étude concernant laCommunication Solomo, fait désormais partie intégrante des stratégies mises en place au service du marketing relationnel. Son attractivité résulte d’un savant mélange alliant expériences réelles et  virtuellesPar sa dimension interactive et ses complémentarités sociales, locales et mobiles, il offre un nouveau souffle aux stratégies cross media.

Le SoLoMo alimente le débat, certes, mais comment l’appliquer intelligemment ? Orange et La Redoute, deux pionniers des stratégies digitales rejoignent le mouvement Solomo et nous éclairent sur la question.

  • Orange et Foursquare : le nouveau duo du SOLOMO !

Quoi de plus logique, pour une marque de téléphonie mobile, d’investir dans la communication SoLoMo ? Avec son concours « Faites tomber la couronne », Orange s’invite sur Foursquare et convie le grand public à  remporter un chèque cadeau de 100€ ! Une belle initiative qui démontre l’intérêt d’une stratégie SoLoMo au service de l’événementiel, abordée lors de notre analyse « Du SoLoMo dans votre événement ? ».

En complétant sa stratégie de communication cross media par une présence digitale sur Foursquare, cet été, Orange a repris des couleurs ! Du 11 juin au 7 juillet dernier, l’opérateur s’est lancé dans l’aventure Sociale Locale et Mobile en organisant son premier concours de check-ins. L’opération événementielle « Faites tomber la couronne », annoncée sur les réseaux sociaux  et destinée à une cible hyper connectée, avide de divertissements et de bons plans,  consistait à booster le trafic sur ses points de vente, conquérir de nouveaux clients et fidéliser grâce à la géolocalisation.

L’objectif / la démarche :

– Devenir le « Mayor de la semaine » et remporter un chèque cadeau « Ticket infini » de 100€ en se géolocalisant au sein d’une boutique Orange.

Complémentaires, les 3 dimensions SoLoMo de cette action s’harmonisent comme suit :

– Sociale : la marque Orange se socialise sur Foursquare, et plus généralement, sur les réseaux sociaux (puisque l’opération y est annoncée et relayée).
– Locale : avec cet événement de proximité, Orange propose à tous de partager sa géolocalisation au sein d’une boutique Orange, en temps réel.
 Mobile : Orange se positionne sur Foursquare, un réseau de partage de contenu accessible uniquement depuis son smartphone.

En jouant sur la mobilité via un mécanisme ludique, Orange veille ainsi à faire évoluer sa relation client : chaque participant au concours se transforme en ambassadeur grâce à la fonction de partage des check-ins. Par cette opération SoLoMo Orange bénéficie également d’une image de marque connectée et modernisée, qui promet d’élargir sa cible, encore largement professionnelle.

  • La Redoute Street Shopping : une chasse au trésor « so SOLOMO » !

Après avoir lancé ses 11 boutiques virtuelles présentant sa Collection Automne-Hiver 2012, La Redoute parfait sa stratégie digitale et s’engage sur le chemin du solomo et du social gaming en organisant une chasse au trésor grandeur nature destinée à la gent féminine et autres shopaholics connectés, mobiles et joueurs !

Du 22 juin au 11 juillet dernier, la célèbre marque de vente à distance s’est en effet livrée à la mise en place d’une opération Sociale Locale Mobile nationale baptisée « Street Shopping by La Redoute » : 56 villes concernées et 372 cadeaux à la clé ! Une opération SoLoMo téléguidée par une application iPhone et Androïd créée à cet effet.

But de l’opération :

– Promouvoir la nouvelle collection automne/hiver du site marchand à travers une opération de « street mobile shopping » divertissante.
– Enrichir l’expérience shopping des internautes via le m-commerce

Le principe :

– Découvrir les cachettes virtuelles les plus proches de chez soi  à l’aide de la géolocalisation : à chaque visite d’une nouvelle cachette, des points sont cumulés et augmentent les chances de gain des participants lors du tirage au sort final : 1500 € de bons d’achat la clé !

Cette chasse au trésor « by La Redoute » célèbre le caractère incontournable du mobile, élément central de la campagne et fer de lance du SoLoMo.

Au sein de cette campagne, les 3 dimensions emblématiques du SoLoMo se décomposent comme suit :

– Social : inscription à l’opération depuis Facebook Connect et relai de l’événement depuis l’application Facebook.
– Local : géolocalisation des zones où se situent les cadeaux à gagner.
– Mobile : un parcours guidé grâce à l’application gratuite pour iPhone et  Androïd.

Qu’il s’agisse d’un réseau d’enseignes physiques, d’un retailer ou encore d’un pureplayer, le SoLoMo s’avère être un outil complet et incontournable dans la mise en place de stratégies cross media. Il  permet notamment de :

– Développer sa notoriété par son pouvoir viral
– Personnaliser la relation client grâce à la géolocalisation
– Dynamiser le parcours client en assurant des passerelles online – offline et en jouant sur la digitalisation du point de vente pour renforcer la synergie entre les différents canaux de distribution.
– Conquérir et fidéliser en créant une nouvelle expérience shopping, grâce à des dispositifs plus ludiques les uns que les autres.

Does A Phone Number On Your Site Increase Conversions?

Does A Phone Number On Your Site Increase Conversions?.

Back in September Flowr set off on the Grasshopper / KISSmetrics Phone Number Challenge. The idea was that they were going test placing a phone number on their home page to see if they could increase sign ups. The hypothesis was that by having a visible phone number on their home page, the trust factor would increase and therefore sign ups would too.

Jonathan Kay from Grasshopper Virtual Phone Systems, proposed the original concept of this challenge. He believed that:

“People feel more comfortable with brands that they can put a face behind. Even though you might purchase a product exclusively online, having a phone number on your site and the ability to talk to a real person (who cares) in turn makes you feel more comfortable taking out your wallet (or recommending someone else to) for this brand.”

TheFlowr.com Home Page Variants

Before we get into the results of this simple A/B test, let’s quickly look at the differences between the two home pages.

The image below is the original Flowr home page. If you look closely, you will see that there is no phone number on the page.

the flowr.com home page

In the next image, you will see a screenshot of the home page variant with a phone number and the call to action “Want to have a chat? Call us at..” (look for the red asterisk).

theflowr.com variant home page

The Results

Flowr ran a simple A/B test with one home page variation using KISSmetrics. Again, the only difference in the variation home page was the addition of a small phone number and some supporting call-to-action text. The results were as follows:

Results from Flowr a/b testing

Test Conditions

  • Test Duration: From September 9, 2011 to October 24, 2011. (approx. 6 weeks)
  • Test Item: Website home page of Flowr vs. home page variation.
  • Test Type: A/B Test (only difference between variation was a phone number and associated call-to-action).
  • Test Goal: Increase software sign ups from home page.

Results

  • 53.96% of sign-ups originated from the home page variation with the phone number.
  • 46.04% of sign-ups originated from the original home page without a phone number.
  • Conversion Increase: +.5% (half of a percent increase)

Statistical Significance

We didn’t hit a statistically significant threshold during the allotted time for the test. However, we like the trend that we saw and we’re going to try another test with a bigger phone number next.

Conclusions

The first thing we would like to mention is:

The Flowr didn’t follow instructions and they still got some sign up lift!

The rules explicitly said to have a highly visible phone number on their home page variation. As you can see the phone number is tiny (at least it was above the fold). But even with this tiny phone number, Flowr was able to increase their sign ups.

Davorin Gabrovec from Flowr concluded:

“Even though we didn’t receive a lot of calls I believe that having a phone number visible on the website gives more credibility to our product and trust to our visitors. When we re-design our website we will definitely include appropriate space for a bigger phone number.”

The bottom line is that having a phone number does bring peace of mind to consumers and people you do business with. If, at the very least, it instills trust in your visitors and removes any “fly-by-night-operation” fear they may have. If you run a Software as a Service (SaaS) business, we encourage you to try testing a phone number on your site (and let us know what happens!).

About the Author: Sean Work is the Marketing Director at KISSmetrics.

MM: AMMA Awards 2012: les nominés

Media Marketing – Une vision comparative du marché des media et du marketing.

Le jury des AMMA présidé cette année par Vanessa van Dongen (Orangina/Schweppes) s’est réuni la semaine dernière.

Dans la catégorie Media Agency of the Year 2011, les trois nominés sont le lauréat de l’an dernier, Havas Media, face à Carat et Space.

Le prix Excellence in Media Development se jouera entre iProspect (Aegis Media) et le département Media POE de Havas Media.

En Best Media Research, on retrouve à nouveau Havas Media avec son baromètre Paid Owned Earned (Ant Research), de même que l’étude Watch & Buy de IP TV (Nielsen) et l’étude WOM de Corelio Connect (InSites).

Côté Media Saleshouse of the Year, le trio est composé de Brightfish, Corelio Connect et IP Belgium. En Best Media Strategy, les trois dossiers retenus sont Lays/BBDO, Club Med/TBWA et Devos Lemmens/MEC. Le Best Creative Media Use regroupe les campagnes ”KBC – Realtime Newspaper Ads” de TBWA, ”Axe – Heaven on earth” de Mindshare et ”Reporters without borders – Press Freedom Day” de Publicis.

Pour le Best Integrated Use of Digital, le Perrier Fresh Club de ZenithOptimedia est retenu aux côtés de la campagne ”Be part of the Golf Story” de DDB et de l’action ”Business 45 Ford Transit” de Mindshare.

Reste les personnalités : pour les régies, les trois nominés sont Wilfried Celis (vmmtv), Françoise Massaux (RMB) et Steven Meel (Mass Transit Media) ; côté annonceurs, il s’agit de Luc Van Wichelen (Kraft Foods), Yves De Voeght (Coca Cola) et Wim De Schutter (KPN). Rappelons que pour ces catégories Best Media Representative et Best Media Advertiser, le vote du public interviendra pour 50% des points. Ce vote se fait en ligne sur le site amma-awards.be.

Nike’s new marketing mojo – Fortune Management

Nike’s new marketing mojo – Fortune Management.

How the legendary brand blew up its single-slogan approach and drafted a new playbook for the digital era.

By Scott Cendrowski, writer-reporter

FORTUNE — Few outsiders have visited the third floor of the Jerry Rice Building at Nike’s headquarters. Even most Nike employees know little about just what the staffers working here, on the north side of the company’s 192-acre campus in Beaverton, Ore., actually do. A sign on the main entrance reads RESTRICTED AREA: WE HEAR YOU KNOCKING, WE CAN’T LET YOU IN, and it’s only partly in jest. Inside, clusters of five or six employees huddle in side conference rooms where equations cover whiteboard walls. There are engineers and scientists with pedigrees from MIT and Apple. Leaks are tightly controlled; a public relations man jumps in front of a visitor who gazes at the computer screens for a little too long.

Once upon a time, the hush-hush plans and special-access security clearance would have been about some cutting-edge sneaker technology: the discovery of a new kind of foam-blown polyurethane, say, or some other breakthrough in cushioning science. But the employees in this lab aren’t making shoes or clothes. They’re quietly engineering a revolution in marketing.

This hive is the home of Nike Digital Sport, a new division the company launched in 2010. On one level, it aims to develop devices and technologies that allow users to track their personal statistics in any sport in which they participate. Its best-known product is the Nike+ running sensor, the blockbuster performance-tracking tool developed with Apple (AAPL). Some 5 million runners now log on to Nike (NKE) to check their performance. Last month Digital Sport released its first major follow-up product, a wristband that tracks energy output called the FuelBand.

But Digital Sport is not just about creating must-have sports gadgets. Getting so close to its consumers’ data holds exceptional promise for one of the world’s greatest marketers: It means it can follow them, build an online community for them, and forge a tighter relationship with them than ever before. It’s part of a bigger, broader effort to shift the bulk of Nike’s marketing efforts into the digital realm — and it marks the biggest change in Beaverton since the creation of just do it, or even since a graphic design student at Portland State University put pen to paper and created the Swoosh.

Nike's new digital hook: the Nike+ logo; the new Nike FuelBand; and the Nike+ SportWatch GPS

Nike’s new digital hook: the Nike+ logo; the new Nike FuelBand; and the Nike+ SportWatch GPS

Just try to recall the last couple of Nike commercials you saw on television. Don’t be surprised when you can’t. Nike’s spending on TV and print advertising in the U.S. has dropped by 40% in just three years, even as its total marketing budget has steadily climbed upward to hit a record $2.4 billion last year. “There’s barely any media advertising these days for Nike,” says Brian Collins, a brand consultant and longtime Madison Avenue creative executive.

Gone is the reliance on top-down campaigns celebrating a single hit — whether a star like Tiger Woods, a signature shoe like the Air Force 1, or send-ups like Bo Jackson’s ‘Bo Knows’ commercials from the late ’80s that sold the entire brand in one fell Swoosh. In their place is a whole new repertoire of interactive elements that let Nike communicate directly with its consumers, whether it’s a performance-tracking wristband, a 30-story billboard in Johannesburg that posts fan headlines from Twitter, or a major commercial shot by an Oscar-nominated director that makes its debut not on primetime television but on Facebook. Says Jon Bond, co-founder of Kirshenbaum Bond Senecal & Partners who now runs a social media agency: “Clearly they think they can get by without big television campaigns anymore.”

The reason for the shift is simple: Nike is going where its customer is. And its core customer, a 17-year-old who spends 20% more on shoes than his adult counterparts, has given up television to skip across myriad online communities. Not only does Nike think it can do without the mega-TV campaigns of old, it says the digital world allows the brand to interact even more closely with its consumers — maybe as closely as it did in its early days, when founder Phil Knight sold track shoes out of his car in the 1960s. That’s a major change, Nike CEO Mark Parker explained toFortune during a recent interview in his tchotchke-filled office in Beaverton. “Connecting used to be, ‘Here’s some product, and here’s some advertising. We hope you like it,’ ” he says. “Connecting today is a dialogue.”

Of course, it’s impossible these days to find a Fortune 500company without an app or a social media strategy. But Nike has been lapping other blue-chip marketers in this domain: It spent nearly $800 million on ‘nontraditional’ advertising in 2010, according to Advertising Age estimates, a greater percentage of its U.S. advertising budget than any other top 100 U.S. advertiser. (And Nike’s latest filings indicate that that figure will grow in 2011.) It’s hired scores of new engineers to make technology for online communities (Digital Sport has grown from 100 to 200 employees in the past six months and has moved into a larger space on the outskirts of campus). And the brand has overhauled its $100 million-plus campaigns around major events like the World Cup and Olympics to focus on online campaigns first. The result? Before, the biggest audience Nike had on any given day was when 200 million tuned in to the Super Bowl. Now, across all its sites and social media communities, it can hit that figure any day.

That’s all the more impressive given that Nike shouldn’t be good at this. After a decade of growth, its sales have reached $21 billion, making it the world’s largest sports company, a full 30% bigger than closest rival Adidas. But biggest is rarely best in the brand game, where niche players routinely run circles around lumbering giants, especially in the new digital world. Hot upstarts like Under Armour (UA) and Lululemon (LULU) have established fast-growing, cultlike followings, while smaller players like Quiksilver (ZQK) and Vans are already going after next-generation tweens. Even Adidas’s 2006 merger with Reebok has created a new formidable global foe.

None of this is lost on Parker. “My fear was that we would be this big blood bank of a company that was dabbling across all these areas and wasn’t seen as cool, as interesting, as relevant, as innovative,” he says. Not too long ago Parker sketched a big Swoosh being eaten by a dozen Pac-Men to demonstrate how easily competitors could overtake Nike.

Just market it: 7 of Nike’s notable campaigns

Like almost every large company, Nike stumbled early in the digital world. In the late ’90s it celebrated the start of NCAA March Madness on its home page in every country. Europeans had no idea what was going on. But it improved over the years. Around 2005 its then-revolutionary Nike iD online store, where customers could design their own shoes, became a surprise hit, reaching $100 million in sales within a few years.

In 2006 it started experimenting with social networking and online communities, partnering with Google (GOOG) for a World Cup-related social network called Joga. Then came Nike+. After Nike engineers started noticing everyone on the Oregon campus using iPods, teams at Nike and Apple met to hash out a simple idea: synchronize jogging data with an iPod. Steve Jobs loved the idea (Apple CEO Tim Cook serves on Nike’s board, but Parker also had a good relationship with Jobs). Powered by a sensor inside running shoes, the service both monitors a runner’s performance and provides digital coaching. A voice lets runners know how much farther they have to go; the PowerSong function generates a musical blast for extra motivation. At the end, it logs details of the workout onto Nikeplus.com, where users can store and analyze the data, get training tips, and share workouts with friends. Whereas Nike’s digital campaigns communicate the brand image, the Nike+ platform creates an intimate conversation and a laboratory that lets the company study its customers’ behaviors and patterns. The company won’t offer financial details about Nike+, but analysts say the 55% growth in membership last year was important in driving sales in its running division up 30%, to $2.8 billion.

Two years ago a group including Stefan Olander, 44, a longtime marketing executive (and Matthew McConaughey look-alike) formally pitched Parker on the idea for Digital Sport, a cross-category division that would take the Nike+ idea — chip-enabled customer loyalty — into other sports. Up and running a month later, the Digital Sport division now works across all of Nike’s major sports.

A massive digital billboard in Johannesburg asked fans to submit messages.

A massive digital billboard in Johannesburg asked fans to submit messages.

For all its success, though, a follow-up blockbuster to Nike+ has been elusive. The company has high hopes for the FuelBand, a $149 wristband that measures movement and calculates its user’s exertion levels throughout the course of the day. Like Nike+, users sync to the Nike platform online to analyze their results. At the FuelBand’s official unveiling in Manhattan — a splashy event emceed by Jimmy Fallon — Parker compared it to the launch of Nike Air or the first Air Jordan shoe.

While Digital Sport is crafting gizmos, Nike has also been revamping its giant advertising bursts around major events like the World Cup and Olympics. The highlight of its 2010 World Cup campaign, for instance, was a commercial produced by Nike ad agency Wieden + Kennedy and shot by Babel director Alejandro González Iñárritu. Called “Write the Future,” the ad featured Nike soccer stars Wayne Rooney and Christano Ronaldo imagining the riches that come with winning the cup. But instead of making its debut on-air, the ad launched on Nike Football’s Facebook page. Wieden and other agencies spent months cultivating a base of 1 million “fans” and teasing the ad’s debut. When it aired, it whizzed around blogs and wall posts at warp speed, gathering 8 million views in a week to set a viral-video record.

For decades Nike’s closest partner in reaching the masses was Wieden + Kennedy, the famously hip place whose 30-year collaboration with Nike is one of advertising’s longest and most prolific. But Nike’s digital shift has had reverberations here too. In 2000, Wieden handled all of Nike’s estimated $350 million in U.S. billings. Now those campaigns are increasingly split between Wieden and a host of other agencies that specialize in social media and new technologies. In a closely followed dustup in 2007, Nike dropped Wieden from its running account reportedly because the agency was behind in digital efforts. Wieden has added more digital positions to its Nike “platoon.” (Wieden reclaimed the running account just 13 months after losing it.) But it now splits billings with agencies like R/GA, AKQA, and Mindshare. “Collaboration is the new thing,” says Dan Sheniak, Wieden’s global communications planning director on Nike, maybe trying to look on the bright side.

Perhaps the biggest impact of Nike’s shift falls to the people whose names adorn every building on its campus: superstar athletes. Consider the controversies that Tiger WoodsMichael Vick, Lance Armstrong, and LeBron James — Nike endorsers all — have sparked over the past five years. Industry insiders say the effect is difficult to measure in the short term. But as the marketing mix becomes less about hero worship and more about consumer-driven conversation, they say, Nike is insulating itself from an era of athlete endorsements gone wrong. “Everybody’s realized there’s not the same one-to-one relationship as in the past: When Jordan’s hot, his shoes are hot,” says a former Nike executive. “I don’t know if hero worship is the same as it used to be.”

To be sure, marquee athletes haven’t disappeared: Kobe Bryant is arguably the biggest sports celebrity in China, Nike’s second-largest market, and Michael Jordan’s brand remains one of the company’s most powerful franchises. But for the first time in its history, Nike isn’t wholly reliant on a handful of superstars to move merchandise.

So is it working? Is Nike’s massive digital push a true replacement for its marketing past? Its unconventional approaches have won accolades from insiders. “They have their finger on the pulse of what their customer is looking for,” says David Carter, executive director of USC’s Sports Business Institute. Institutional investors who pay close heed to Nike’s subtlest moves have voted in favor of the changes: The company’s stock has returned 120% over the past five years as the S&P 500 index (SPX) has returned just 2.5%.

That’s not to say everything has been a slam dunk. Nike shut down its Joga network after the last World Cup game in 2006, confusing the million-plus members who’d signed up for it. Its Ballers Network, meanwhile — launched in 2008 as an app that let basketball players organize street games — recently had less than 300 users in the U.S.; a recent wall post was a teenager complaining he couldn’t get it to work. And critics say products like the FuelBand and Nike+, while dazzling, are more about keeping Nike’s retail prices high than innovating.

In public Nike executives will protest this characterization. But if running shoes continue flying off the shelves, they won’t blink at the criticism. That’s exactly the kind of shrewd marketing attitude that drove Nike’s past success. After perfecting the art of big branding, it’s moving on to a world in which its consumers want to be told less and just do more. Which, when you think about it that way, might not be such a big change after all.

This article is from the February 27, 2012 issue of Fortune.

François Bayrou lance sa plateforme participative de campagne – Journal du Net e-Business

François Bayrou lance sa plateforme participative de campagne – Journal du Net e-Business.

modem

Sur Bayrou.fr/volontaires, le MoDem souhaite recruter des militants et leur proposer de réaliser des actions intégrant des processus de gamification.

Publié le 07/02/2012, 12h52

Au Modem, la campagne en ligne s’accélère. Le parti a présenté aujourd’hui son nouvel outil de campagne développé avec les agences Spyrit et Big Youth, la première ayant géré l’aspect technologique de la plateforme, la seconde le volet webdesign. Sur Bayrou.fr/volontaires, les internautes pourront s’inscrire ou se connecter avec Facebook pour découvrir un panel d’actions à réaliser, comme par exemple l’impression et la distribution de tracts de campagne auprès de ses proches. Une fois une action effectuée, le militant gagne des points – des décibels – et pourra même obtenir des badges, à l’image de ce que propose Foursquare (lire l’article “Qu’est-ce que la gamification ?“, du 21/07/2011).

Pour Matthieu Lamarre, responsable de la web campagne de François Bayrou,  “l’idée était de proposer un outil ludique et accessible dont le nombre d’actions à réaliser n’est pas limité et qui a vocation à évoluer tout au long de la campagne”. Ce site est par ailleurs optimisé pour iPad et une application iPhone sera disponible dès aujourd’hui sur l’App Store, de même pour le site Internet mobile. Une application Android fera quant à elle son apparition dès la semaine prochaine, tout comme un espace volontaire spécialisé pour les responsables de sections locales qui désirent proposer des actions spécifiques. Coût total de l’opération : près de 100 000 euros.

bayrou
 
La plate-forme de campagne de François Bayrou reprend les mécanismes de gamification. © S. de P. MoDem
 

5 Awesome Examples of Instagram Marketing From Real Brands

5 Awesome Examples of Instagram Marketing From Real Brands.

cameraRecently, I realized that my phone takes better quality pictures and has more megapixels than any camera I currently own. While I am nostalgic enough to lament that my future children may never know the Kodak brand existed, I still keep snapping away and sharing photos with my phone. And guess what? So are your customers!

Mobile photo sharing is now a part of our future and is one of the fastest growing social media trends of the last few years. Big brands are starting to take notice, using the trend to their advantage. Instagram has accumulated 15 million users who have uploaded more than 400 million photos in less than two years. Just think of how many rolls of film that would have added up to! Even President Obama jumped on the bandwagon this month and began sharing behind-the-scenes photos of his 2012 election campaign.

Instagram is a great way for people to experience brands in a different way, and it elicits emotions that may not have been experienced through text alone. So how do you follow in the footsteps of some of the big brands and start using Instagram in your inbound marketing? Let’s take a look at the best examples out there and learn how you can adapt what these brands are doing to leverage Instagram just as effectively.

Starbucks

Starbucks was an early adopter of Instagram and has over 200,000 followers to date. The company highlights in-store experiences at locations from around the world, shows how new coffee flavors are chosen and tested at Starbucks headquarters, and provides information about its ‘Create Jobs for the USA’ program. Starbucks shares the photos with its Facebook fans, too, so customers can comment on upcoming or new flavors.

Starbucks

Marketing takeaway: Keep your content fresh, interactive, and aligned with the brand attributes you want your fans to notice. Photos allow you to connect with customers in a different way. Fans and followers are more than happy to respond and take part if they are interested in the information you are sharing.

Red Bull

Red Bull has never been just about its drink, and over the course of the company’s history, it has itself into a lifestyle brand that is envied by all. Red Bull’s high energy brand sponsors extreme athletes and events, and its awe-inspiring pictures of these events Red Bull shares with fans fall perfectly in line with their brand. The company works hard to get followers in on the action without actually having to scale mountains or sail the high seas.

redbull

Marketing takeaway: Make sure the pictures you post have meaning to your customers and induce shares. If you don’t get excited about the picture you just took, neither will your fans. Take the time to think about what pictures your fans want to see from your brand and how to present them in an interesting way.

Marc Jacobs

High-end fashion brand Marc Jacobs demonstrates the principle that you don’t always have to be the one taking the pictures; you can get your fans in on the snapping, as well. Marc Jacobs creatively used its account over the holidays to ask followers to share their family moments by using the hashtag #marcfam. The company then showcased its followers’ photos and created a collage on its website for all to see. This technique gave customers a chance to participate in creative activity with the brand.

mj

Marketing takeaway: As we mentioned earlier, there are 400 million shared photos on Instagram, and most were not shared by companies, but by the consumers themselves. Your customers love taking pictures and talking about their favorite products, so find ways to get your customers involved in your content creation.

Tiffany & Co.

Tiffany & Co.’s products come with a high-end price tag, so what better way than pictures to show the worth of those products? Tiffany is using Instagram to show every intricate detail that goes into creating the diamond rings and jewelry girls swoon over. On Tiffany’s Instagram account, fans get an in-depth look at all the tools, techniques, and technicians involved in making the perfect piece of jewelry. Of course, there are also pictures of the final pieces themselves with their signature blue-green color.

tiffanysfinal

Marketing Takeaway: Give customers a better understanding of how your product is made. Craftsmanship is a dying art in this day and age. You work hard to build products that your customers love; show that side of the story alongside your finished product.

General Electric

You’ll see more than light bulbs on GE’s Instagram account. Its main objective is to show off GE’s work in different industries like energy, transportation, and aviation. By following GE on Instagram, fans get to see larger than life engines and turbines that are used to drive innovation in these spaces.

GE also uses its account to run a contest to find its next “Instagrapher.” The winner will be flown to Wales to photograph an aviation facility. Almost 4,000 Instagram photos were submitted with the designated hashtag #GEInspiredMe and then posted to Facebook, where fans voted for the finalists. Not only was GE able to get fans involved with multiple social platforms, the company was also somehow able to get people excited about turbine engines.

GE

Marketing takeaway: If you have a less-than-sexy product or service, you can get creative to successfully increase customer engagement with your brand. Holding a photo contest is a great way for customers to get excited about something they’d normally consider dry, expand your audience, and educate people about the important topics that surround your brand.

What are some creative ways you would use Instagram or photos to showcase your company?

Image credit: Calsidyrose

 

Read more: http://blog.hubspot.com/blog/tabid/6307/bid/30908/5-Awesome-Examples-of-Instagram-Marketing-From-Real-Brands.aspx#ixzz1ll9XR8SS

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