The non-news that is corporate news

FireShot Screen Capture #184 - 'The invasion of corporate news - FT_com' - www_ft_com_cms_s_2_937b06c2-3ebd-11e4-adef-00144feabdc0_html#axzz3EJLHfkd1Last week, the Financial Times ran a piece written by Andrew Edgecliffe-Johnson on the rise of corporate news and brand journalism. In fact, there seems to have been a rash of interest in this subject of late – as highlighted here in GigaOm. As one would expect of the FT, it was a very comprehensive and considered piece, but it was a perfect illustration of an inability to produce a truly useful analysis. The article began thus:

A population of 100,000 is no longer a guarantee that a city like Richmond, California can sustain a thriving daily paper. Readers have drifted from the tactile pleasures of print to the digital gratification of their smartphone screens…

Tactile pleasures of print versus the digital gratification of smartphones. Has Andrew ever tried to experience the tactile pleasures of reading the FT on a crowded rush-hour tube train I wonder? It is certainly a different interpretation of tactile – one that is in danger of straying into the pugilistic. Far easier to access the same information on a small device you can hold in one hand. That’s not gratification, it is convenience.

But in starting his article this way, Andrew has already compromised its usefulness by tainting it with prejudice and support of vested interest. Change, in an off itself, is never either good or bad. There will be good bits and bad bits. Our ability to ensure that it becomes change for the better will depend on our ability to recognise this and distinguish between the two. However, it is difficult to do this when the debate becomes a competition between those with a vested interested in clinging onto the ways things used to be, versus those smelling a future opportunity.

Andrew’s article makes some good points, but it employs the familiar tricks of subtle distortion: taking extreme cases and nudging them into the norm, conflating issues that are best understood separately, establishing (tactile) angels and (gratificationary) demons, warning of either insidious creeping dangers, or else creating pivots of crisis. But he is a good journalist and these are just tricks of the trade. It is perhaps more informative to consider why he finds it necessary to deploy these tricks with such abundance. Continue reading

What is local news? Can it exist as a form of media?

Two weeks ago I had just returned home from football training with one of my sons. As I got out of the car I heard some distant thunder-like rumbling. But the rumble kept repeating itself in a very regular way. It was therefore clearly not a natural phenomenon. It was something that was very big or explosive (a bit worrying) but also very distance and not seeming to get closer (more reassuring).

So I wanted to find out what was going on. Did I listen to the local radio station? Did I look at the website of the local newspaper? Of course not. I simply punched #Norfolk #Suffolk #boom into a Twitter search. Hey presto – I found someone else with the same question and shortly we were joined by another with the answer – which was some uncommonly noisy military exercises taking place at the army’s Stanford Training Area (Stanta), some 20 miles way in Thetford Forest.

Now the issue here is not whether the local radio station or newspaper could or should have been giving me this information. Or that their inability to do so therefore represented a unfulfilled need or opportunity for a more (hyper) local variant of their kind to fill this supposed ‘gap in the market’. Radio and newspapers are constrained, and defined by, (and named after) the medium within which they have to operate (radio, newsprint). The expense of using this medium sets a floor, in terms of required audience, below which they cannot go. But this constraint also applies to the type of content these forms of media produce – which is something we tend to forget. We have lived in a world where information is married to distribution (content to media) and where distribution wears the trousers (i.e. defines what content can live within it).

The social digital revolution is all about the separation of information from distribution – the removal of the constraint upon content which expensive distribution channels once imposed. But the removal of this distribution constraint has not, as many assume, made it possible for the content form (as distinct from distribution form) that is local media to break through the glass floor and now operate at the hyper local level. At this level (or within the social digital space) the concept of content ceases to have any meaning – because content is a creation of the world of channel (distribution). It requires containment in order to be content.

What happens at the hyper local level (or in the hyper-relevant social digital space more generally) is that the form of content we call news stops being a finished product (i.e. content) and becomes a raw material. It becomes a component within a process that will allow individuals to define their own news. In the example I have highlighted it has become a conversation – which is a form of process. And when you aggregate conversations, what you end up with is a community.  And the question you also have to ask is that, when you remove the glass floor, do you find you have also removed a glass ceiling – such that process and community based ‘news’ migrates upwards and eats even more of the space currently occupied by traditional news content.  Yes is probably the answer.

The future is therefore pretty bleak for what we currently see understand as local news.  It cannot make itself more local because hyper-local news can never exist, or be aggregated within, the distribution form we associate with media.  And the hyper-local, or hyper-relevant, processes associated with information sharing in the social digital space (the world of the individual, rather than the world of the audience) are likely to migrate upwards and eat even more of its, already relatively impoverished, lunch.

In a datafied world, algorithms become the genes of society

Here is an interesting and slightly scary thought.  What is currently going on (in the world of Big Data) is a process of datafication (as distinct from digitisation).  The secret to using Big Data is first constructing  a datafied map of the world you operate within.  A datafied map is a bit like a geological map, in that it is comprised of many layers, each one of which is a relevant dataset.  Algorithms are what you then use to create the connections between the layers of this map and thus understand, or shape, the topography of your world.  (This is basically Big Data in a nutshell).

In this respect, algorithms are a bit like genes.  They are the little, hidden bits of code  which none-the-less play a fundamental role in shaping the overall organism – be that organism ‘brand world’, ‘consumer world’, ‘citizen world’ or ‘The Actual World’ (i.e. society) – whatever world it is that has been datafied in the first place.  This is slightly scary, given that we are engaged in a sort of reverse human genome project at the moment: instead of trying to discover and expose these algorithmic genes and highlight their effects, the people making them are doing their best to hide them and cover their traces.  I have a theory that none of the people who really understand Big Data are actually talking about it – because if they did they are afraid someone will tell them to stop.  The only people giving the presentations on Big Data at the moment are small data people sensing a Big Business Opportunity.

But what gets more scary is if you marry this analogy (OK, it is only an analogy) to the work of Richard Dawkins.  It would be a secular marriage obviously.  Dawkins’ most important work in the field of evolutionary biology was defining the concept of the selfish gene.  This idea proposed (in fact proved I believe) that Darwin (or Darwinism) was not quite right in focusing on the concept of survival of the fittest, in that the real battle for survival was not really occuring between individual organisms, but between the genes contained within those organisms.  The fate of the organism was largely a secondary consequence of this conflict.

Apply this idea to a datafied society and you end up in a place where everything that happens in our world becomes a secondary consequence of a hidden struggle for survival between algorithms.  Cue Hollywood movie.

On a more immediate / practical level, this is a further reason why the exposure of algorithms and transparency must become a critical component of any regulatory framework for the world of Big Data (the world of the algorithm).

 

Forget Ebola, Twitter has caught Ipola

SickIpola is long-term debilitating disease that frequently is contracted in the financial markets during the process of launching an IPO.

Twitter has it bad, as this recent GigaOm piece highlights, and Facebook is also suffering.

Twitter is basically comprised of an idea, some geeks and some server space.  The last of these are not precious or scarce resources and the idea is basically now a sunk cost.  Not just for Twitter, but for anything that aspires to be Twitter like.

It therefore doesn’t cost much to be Twitter (or Twitterlike).  Logically speaking therefore, the revenue opportunities for Twitter, long-term, are likely to be similarly low.  The problem for Twitter (and Facebook) is not generating sufficient revenue to cover its costs, certainly not the costs of delivering the service its users want.  Its problem is generating sufficient revenue to justify its share price.

In the chase for this revenue, an Ipola sufferer turns away from its users and focuses on marketing directors.  It tries to turn itself into a media platform or a data mine, because that is the only way it can seduce the marketing dollar.  And in the process it basically destroys what it was that made it successful in the first place.  Its vital organs start to fail.

Twitter is basically a conversation.  Take the chronology out of conversation and it stops working.

Twitter is never going to be some sort of content lillypad – which has always been its problem.  It has no real estate on which advertising dollars can settle.

Which would all be fine, if it didn’t have try and keep the boys on Wall Street happy.

Ipola is not going to kill Twitter just yet, although it is going to run a sweat.  What will kill Twitter is when the market gets infected by a competitor – and users realise how easy it is to swap, because the size of your accumulated Twitter following means nothing (because they are not actually an audience), you don’t follow handles anymore, you follow or search hashtags (in real-time), and if you do want to follow someone (or have them follow you) they are still only a click away.  Doing a factory reset on your Twitter following is basically a good thing because it means you only get the ones back which were worth anything in the first place.

The only course of treatment for Twitter (and Facebook and LinkedIn) is to recognise your stock is going to become a devalued currency when Wall Street finally realises you are never going to hit the long-term revenue expectations, so use it while it is trading at such a ridiculous premium to buy other companies that can then become the lifeboats for when the business model sinks.

October engagements: Shel Holtz (#smwisoc) and Golden Drums

FireShot Screen Capture #180 - 'Strategic_digital_engagement_seminar-earlybird_pdf' - www_isoc_com_files_pages_Strategic_digital_engagement_seminar-earlybirdI have a couple of engagements in October I would like to flag.

First, social media guru Shel Holtz (@shelholtz) is going to be in the UK from 27-31 October for the week-long strategic digital engagement seminar organised by ISOC.  Since the poor man can’t be asked to provide an entire week’s worth of seminars, some others (Paul Marsden, Janet Murray and myself), have been hired as support acts.  I am going to be responsible for the future, as in Social Media and the Next Big Things: the Forces that will Shape the Social Digital Space in the Next Few Years.  It will focus on Big Data and the world of the algorithm in the morning and rise of communmity and why community may become the new media in the afternoon.

Should be fun.

Places on this one are pretty limited and also have a £2,200 price tag attached, so if you are interested please sign up here.

Second, although firstly chronologically speaking, I will be speaking on October 10 at the Golden Drums in Slovenia.  The organisers have allowed me to run a session (actually pitched as an EACA masterclass) called “An alternative look at content” which I am going to use as an opportunity to expose those guilty for filling the social digital space with Brandfill and reveal why they are doing it.

I think it unlikely you will travel to Slovenia just to listen to me, but if you do happen to be going anyway, my session is at 14.00 on Friday – and you will have the choice between me and Johan Jervøe, Group Chief Marketing Officer, UBS AG who will be answering the question “Branded content: has social media changed the world of creative excellence?”.  Not that I want to influence anyone, but I will also be answering that question.  In fact I can give you the answer now: yes, branded content and social media has changed the world of creative excellence, but only in-so-far as it is causing us to forget what creative excellence really is.  This is because most branded content is simply tediously long-form advertising, with all of the things that made advertising effective taken out of it.

I will also be giving away T-shirts.

 

 

 

Convening an audience: the new challenge for marketing

sermon_mount2I believe there are now two consumer worlds: the world of the audience (the world of ‘traditional’ media and marketing) and the world of the individual (the world of social media). These worlds are very different, not least because in the world of social media consumers will expect to be treated as an individual and will tend to resent or ignore attempts to treat them as just another member of an audience. This doesn’t mean that consumers don’t ever want to be treated as a member of an audience, just not when they are in the social digital space.

This presents two problems for brands. First, almost everything we know about marketing (including digital marketing / media) comes out of the world of the audience. Marketing, to date, has essentially been audience-based marketing. But putting audience-based approaches into the social space just doesn’t work, because it can’t support the potential for creating high-value relationships with individuals. Traditional marketing is a high reach but low engagement business and there is no point in putting the low engagement techniques of traditional marketing into the low reach environment of social media.

Audiences are very hard to find or create in the world of social media. This is because when people are in this space they are looking to create connections and you can’t create connections with an audience, only with individuals or within groups. The social media space is a medium of connection, not a medium of distribution. When a brand operates within the social space it has to accept that it can realistically only talk to very few people at any one time so it therefore has to (and can) create relationships of far higher value than anything that is associated with traditional marketing. But you only do this by recognising what it is that people want from you in this space, which is real-time individualised response and recognition, answers to questions and information.

However, this fact is not stopping many brands from trying dump audience-based, low engagement approaches in the social digital space. Content marketing is the latest iteration of such an attempt. Continue reading

Will Big Data kill Vendor Relationship Management?

Modernization of Al-Khalid Main Battle Tank (MBT) PAKISTAN ARMY I III have just finished reading Doc Searls’ Intention Economy. And about time too. The book has been out about two years and it is widely recognised as being a Very Important Book. In my defence, I have been following the Vendor Relationship Management (VRM) thing anyway and have even had some marginal contact with the good Doc himself on the issue. So it was more a case of filling-in the gaps. For those not already in the know, VRM is positioned as the counterpoint to CRM (Customer Relationship Management). CRM is how brands use data about their customers in order to define the relationship the brand decides it wants to have with the customer: VRM proposes that customers should own and control the data about themselves so that they can define the relationship they want to have with brands.

I can validate that it is indeed a Very Important Book because it not only defines this new and potentially interesting area (VRM) but also because it strays into a wider analysis of the history and operation (and philosophy) of the internet. The issues that it raises here are becoming increasingly important as pressures build to manage, regulate and appropriate the internet in order to make it conform to political or commercial vested interest. In fact, this wider analysis could turn out to be the most important aspect in the book, or perhaps a valid subject for a new book.

The Intention Economy and VRM is something I would very much like to believe in. Trouble is, form me VRM is a bit like God: something I would like to believe in if only I could get the evidence and reality to stack up. There seem to be just too many reasons why VRM (like God) doesn’t or won’t exist.   At one level, VRM appears to be overly reliant on a code-based answer. This is probably because Doc Searls himself and many of the current VRM gang come out of this place. But the concept that I found most interesting in the book was the idea of the things Doc calls ‘fourth parties’. Fourth parties are organisations that can aggregate customer intentions and thus create leverage and scale efficiencies. This takes us into the realm of community, which rings bells with me since I believe that within a few years almost all relationships between individuals and brands will be mediated by some form of community. In fact, this would be my own take on how the Intention Economy might actually come into being. I think it is the ability to connect individual customers, rather than empower them as individuals, that is likely to present the greatest opportunity to change the rules of the game – as things like TripAdvisor or even Airbnb are starting to demonstrate. However, fourth parties get relatively short shrift in the book, perhaps because they are not a code-based answer.

But my greatest area of scepticism, or perhaps fear, for the future of the customer and citizen, stems from the emerging world of Big Data and algorithms. As outlined in my previous post, algorithms suck the power out of the idea of having a personal data repository and make the ownership of this, from a government, brand, customer or citizen perspective largely irrelevant. In the world of the algorithm, your personal data file (i.e. your life) becomes little more than personal opinion. To all intents and purposes your ‘real’ identity is defined by the algorithm and the algorithm’s decision about who you are and how you shall be treated will pay scant attention to any information that is personal to you, other than to use it as a faint, initial signal to acquire ’lock-on’.

The problem with algorithms is that (like tanks) they favour governments and corporations. It is hard for a citizen to get a hold of, or be able to use, an algorithmic tank. And if you are standing in front of an algorithmic tank, giving you the rifle and flak-jacket of your own data isn’t much protection. It is why Wall Street is the first place that the world of the algorithm has really taken hold – it could afford the best geeks. And as Wall Street is showing, the world of the algorithm tends towards a very dark and opaque sort of place – about as far removed from the sun-lit commons of open-source code sharing as it is possible to be.

However, create the opportunity to connect a million people with rifles and flak-jackets to confront one algorithmic tank, and the odds get better. You may even be able to form a fourth party which can create its own tank, or at least some effective anti-tank weapons.

So, I guess my message to Doc Searls and the VRM gang would be: don’t loose faith in the idea of VRM and the Intention Economy as a destination, but think again about the route.  Build on the idea of fourth parties and focus on community and connection, rather than tools and code, and recognise that CRM is about to be swept away as brands and governments learn how to roll-out the algorithmic tanks.

Privacy: let’s have the right conversation

The whole social media, Big Data, privacy thing is getting an increasing amount of air time. This is good, because this is very important thing to start getting our heads around. However, I don’t think we are really yet having the right conversation.

The pre-dominant conversation out there seems to be focused on the issues concerned with the potential (and reality) of organisations (businesses or governments) ‘spying’ on citizens or consumers by collecting data on them, often without their knowledge or permission.

Our privacy is therefore being ‘invaded’.

But this is an old-fashioned, small data, definition of privacy. It assumes that the way to gain an understanding of an individual, which can then be used in a way which has consequences for that individual, is by collecting the maximum amount of information possible about them: it is about creating an accurate and comprehensive personalised data file. The more comprehensive and accurate the file is, the more useful it is. From a marketing perspective, it is the CRM way of looking at things (it is also the VRM way of looking at things, where the individual has responsibility for managing this data file).  It is also a view that then gives permission to the idea that if you detach the person from the data (i.e. make it anonymous) it stops it being used in a way which will have consequences for the individual concerned and is therefore ‘cleared’ for alternative usage.

But this is not the way that Big Data works. The ‘great’ thing about Big Data (or more specifically algorithms) is that they require almost no information about an individual in order to arrive at potentially very consequential decisions about that individual’s identity.   Instead they use ‘anonymised’ information gathered from everyone else. And increasingly this information is not just coming from other people, it is coming from things (see Internet of Things). The great thing about things is that they have no rights to privacy (yet) and they can produce more data than people.

The name of the game in the world of the algorithm is to create datafied (not digitised) maps of the world. I don’t mean literally geographical maps (although they can often have a geographical / locational component): from a marketing perspective it can be a datafied map of a product sector, or form of consumer behaviour. These maps are three dimensional in that they comprise a potentially limitless numbers of data layers. These layers can be seemingly irrelevant, inconsequential or in no way related to the sector of behaviour that is being mapped. The role of the algorithm is the stitch these layers together, so that a small piece of information in one layer can be related to all the other layers and thus find its position upon the datafied map.

In practical terms, this can mean that you can be refused a loan based on information concerning your usage of electrical appliances, as collected by your ‘smart’ electricity meter. This isn’t a scary, down-the-road sort of thing. Algorithmic lending is already here and the interesting thing about the layers in the datafied maps of algorithmic lenders is the extent to which they don’t rely on traditional ‘consequential’ information such as credit scores and credit histories. As I have said many times before, there is no such thing as inconsequential data anymore: all data has consequences.

Or to put it another way, your identity is defined by other peoples’ (or things’) data: your personal data file (i.e. your life) is simply a matter of personal opinion. It has little relevance to how the world will perceive you, no matter how factually correct or accurate it is. You are who the algorithm says you are, even if the algorithm itself has no idea why you are this (and cannot explain it if anyone comes asking) and has come to this conclusion based in no small part, by the number of times you use your kettle every day.

The world of the algorithm is a deeply scary place. That is why we need the conversation. But it needs to be the right conversation.

Converged media: is it the Next Big Thing?

Blessed Trinity of mediaHere is a lift from a Sprinklr blog post about its recent purchase of TBG Digital – a “top global social paid solution company”.

With the obvious and inevitable decline of organic reach, paid is increasingly the only lever that can predictably control brands’ reach across channels. It’s absolutely critical that brands learn to coordinate messaging across paid and owned.

I look at this and feel conflicted. At one level, what Sprinklr are saying here is absolutely true. It is certainly true to the extent that brands are starting to recognise that what Sprinklr call ‘organic reach’ just doesn’t happen at any scale in the social digital space (for brands at any rate). It also is validation of what I have been going-on about for some years now – namely that there are no audiences in social media and therefore social is not a reach and frequency (channel and message) game.

I am also aware that ‘the conversation’ within the social digerati of social media managers and consultants has been shifting back towards a greater emphasis on paid social solutions. This is a conversation that is heartily sponsored by the likes of Facebook and Twitter of course because it supports their agenda of discouraging organic (i.e. free) usage of their platforms and encouraging paid usage.

But here is the conflict. Why is it that we therefore think converged media is the answer and is the concept of ‘paid social’ really a contradiction in terms?

I first wrote about this almost exactly two years ago where I argued the point that converged media is really a construct of convenience for those that have an interest in traditional media and mass, audience based marketing. It is a way of trying to preserve the relevance of traditional approaches within the new social space. From the consumer / customer / citizen perspective however, media is going the opposite way. It is diverging and creating two very different media spaces, what I call the world of the audience (traditional media) and the world of the individual (social media). I also questioned the relevance of the Holy Trinity of media (Bought, Earned and the Wholly Owned), suggesting instead that media is now better understood as a spectrum, with participatory media at the social end and non-participatory the traditional end.

It seems to me that what has been happening in the last couple of years has been a growing realisation that most brands’ social media strategies are not working. Rather than try and deal with the fact that this is because these strategies were all about trying to make social work as a traditional, audience-based space (so that traditional audience-based marketing can continue to work) the response has been to try and converge ‘organic’ social with a steroid injection of paid social.

Therefore, converged media is really just the next step along the wrong road. Brands will only hit the right road when they realise that the challenge in the social space is not defined by reach and frequency, channel and message – it is defined by behaviour identification and response. Social ‘media’ is a connection medium, not a distribution medium. You deal with much smaller numbers of people at any one time, but the value from these connections is much greater, largely because they are based upon what your customers want from you, rather than what you want your customers to have.

adidas spills the beans on its World Cup campaign: they went #allin but what did they get?

BtJkpzZIUAAB77oOn Tuesday I was at one of Sprinklr‘s #social@scale events in London. These are always good because a series of big brands (who happen to be Sprinklr clients of course) basically spill the beans on what they are up to in social media.

The stand out presentation (no offence to the other presenters) was adidas who spilled the beans on their World Cup programme. It was fascinating because, firstly it was adidas, secondly it was the World Cup (the biggest potential brand exposure platform there is, especially for a sports brand) and thirdly, what an astonishing tin of beans it was.

To give you a flavour: the strategy had three elements, mobilization, anticipation and reaction. On the mobilization front they set up a social media command centre in Rio with a team of 80 people. 80 people! To put that into perspective the England national team only brought an entourage of 72 people – and that was the largest party England had ever assembled. From this command centre adidas were running a broadcast/content operation that was probably more extensive (in terms of its usage of channel and variety of output) than any of the traditional media broadcasters, although they didn’t trump the BBCs’ 272 people in terms of numbers. But I don’t think anyone trumps the BBC in terms of the numbers of people turning up at these sorts of parties.

In terms of anticipation adidas went there having prepared what they called a content bible: actually a vast library of material ‘in the can’, so that they could react in real time to almost any scenario. They also did something that was super-clever in order to get around the fact that they didn’t own the rights to any of the content from the games themselves, which was to have an animation facility on tap that could produce stylised video representations of the key moments of play which could then be put out as vines or assembled into montages for YouTube. In many ways these were even more ‘engaging’ than the real video clips because they challenged the viewer to match the clip and the players featured with the actual moments of play they were recreating. Making your audience work for the punch line always gets bigger laughs than just spoon-feeding them jokes.

And to give an indication of the speed of reaction, the Bazuca ball had its own Twitter identity. Come the infamous ‘was it over the line’ incident, ‘the ball’ tweeted that it was a goal before even the referee made his decision. Whether or not you think giving a ball a Twitter identity is a good idea you have to take your hat off to the speed of reaction.

Basically the whole thing was totally awesome in scale and organisation. In fact it was probably the most totally awesome way in which you could use social media, if you wished to use social media in a totally awesome way. Indeed this may even set a never to be repeated high watermark for social media awesomeness.

Why never to be repeated? Well here is where it gets interesting. The objective for all this awesomeness was simply to “have the loudest voice at the World Cup” according to @KrisEkman who was giving the presentation. So at the end of the presentation I asked the question, “why was this the objective and how did you measure it – was it just with respect to the share of voice of competitor brands or was it with respect to the whole World Cup conversation on social media?” The answer, it transpired, was basically to be shouting louder than Nike. This was because Nike was perceived to have ‘won’ the last World Cup and adidas wanted to out-gun them this time. And then came the killer question from Jessica Federer (@jjfeds) from Bayer. “How did you justify this expenditure to the bosses, in terms of what it did for sales or brand reputation” she said. The answer was startling. “We didn’t have to do this”, said Kris. Basically the team had been given an ROI pass: the whole thing had been declared an ROI-free zone. All they had to do was rack-up was more engagement stats than Nike.

Wow. Is that enlightened or just plain crazy? Not only were adidas spending a huge amount of money on a hunch, they were unable to have any basis for comparison for what a campaign vectored almost exclusively in social media was delivering versus what a traditional media based campaign would have delivered. Wow.

This seemed to me the equivalent of a football manager saying “you don’t have to score any goals, just make more passes than anyone else.” I tackled Kris in a coffee break on this one. Of course, it wasn’t a totally measurement free zone. The fact that they were using a platform such as Sprinklr to manage all the listening and response channels meant that they had control over a lot of the data. For example they could track contacts in social media through to online sales, albeit as Kris acknowledged, this was really only a small part of the picture. Now while Sprinklr does a good job on measurement, its main function is for real-time management and control. It can provide you with data you can plug into measurement processes if you want to, but, as far as I was aware, the Sprinklr data wasn’t really being plugged into anything.   Ultimately, adidas will also be able to look at uplift in sales and compare this to that generated by previous World Cup or Euro campaigns. Perhaps they already have this picture. None-the-less, this was a pretty big leap of faith.

As an aside, measurement is my big beef with many brands’ usage of social media. For example, everyone is spending big bucks producing loads of ‘content’ but no-one can measure the value the individual pieces of content created. Therefore you neither get a decent ROI calculation nor do you have an editorial framework that allows you decide which types of content you should be creating, i.e. which bits create the most value.

For myself, I didn’t quite know what to make of the adidas campaign. I was blown away by the awesomeness, but fear it may not have won the battle of sales, even if it won the battle of shouting. I always carry on about there now being two worlds for brands: the world of the audience (which is what traditional marketing has always been about) and the world of the individual (the new space where social media plays). Audiences don’t really exist in social media and to the extent to which they do, they are quite hard to create. For an event like the World Cup, which is probably the biggest audience-based event on the planet, is it therefore appropriate to show-up with an approach that, no matter what awesome levels of investment you throw at it, is always going to struggle to reach an audience as big as that which is available through more traditional channels? (Remembering, of course that social media isn’t really a channel or form of media, it is an infrastructure).

For sure, social media must form an important part of any campaign. Social media is a participatory media, it allows you to do things with groups of consumers or individuals that are not possible when you are simply ‘performing’ in traditional media, or ‘reaching out’ in competitions, promotions, events etc. But what it delivers in terms of participatory opportunity, it tends to lack in terms of reach.

It was interesting to note that very few of the 50 or so people in the room had seen the elements of adidas’s campaign. I must confess that I hadn’t encountered any of it. Put together all the elements in a show-reel and it looks totally awesome – but no consumer ever gets to see the show-reel. This is always a challenge, even if you are creating a campaign that has a higher dependency on high-reach media. But the way you solve this is by having a well-defined central creative idea, such that when a consumer sees just a bit of the campaign, it reinforces or creates the pathway back to that central idea. The idea acts as a multiplier to the individual tactics. Without this, you just have a bunch of tactics.

What then was the adidas idea? The tag line was ‘All in or nothing’ but this is a one-line expression of an idea not the idea itself. The difficulty I think adidas faced is that it is hard to make social media conform to the strictures of carrying an idea. You can use it to help create an idea or to involve people in aspects of that idea, but traditional forms of broadcast channel or conventional audience-based marketing activities are almost always better vehicles for actually driving an idea. Social media is also relentlessly real-time: a fact that adidas’s approach was set up to deal with. But it is hard to exert the creative precision necessary to sustain an idea, when you have only seconds to react. It is a bit like being asked a question, but then having to frame your answer in rhyme and also sing it as a jingle. Quite possibly adidas’s reliance (over-reliance?) on social media actually ended up eroding the focus on a creative idea (because singing all your responses in rhyme and in real-time is just too creatively challenging).

So I was left with the question: are adidas simply doing the wrong thing, brilliantly? At heart, it was a conventional broadcast strategy that used social, rather than traditional, media channels. But as we all know by now, social media is not about broadcast (it’s not even really media). You may well be shouting louder than Nike, but social media is not a medium for shouting.

And this is why I suspect this awesome display may represent the high-water mark: for adidas and perhaps all brands. For sure, they went #allin and whilst they didn’t get nothing, when they look at the sales lift, did they get enough?