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Any small business looking at social media ultimately has to ask, What business benefit am I going to get from being active in this media? No matter how compelling the user statistics are, any commitment of time for a small business needs to be rewarded with results.

I thought it would be useful to share a detailed case study on how one small business has leveraged a content marketing and social networking strategy to drive measurable business results.

Situation:

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TMG Brand Communications is a boutique public relations and marketing communications agency in New York City. Established in 1994, the agency has developed a particular expertise serving accounts in the financial services, lifestyle and media sectors. TMG is focused on creating broad-based communications programs that convey the distinctive attributes of brands and help drive business results. [Disclosure: The principal of TMG Brand Communications, Tami McCarthy, is my wife.]

The company’s purpose is summed up on its website.

The thrill of developing a brand’s personality, giving it a voice of authority in the market and having it resonate and drive a target audience to act or think differently inspires everything that we do at TMG Brand Communications.

Over the past several years, TMG has developed a suite of skills in internet and social media marketing. One of its most notable initiatives was the integration of social media with a live webcast to launch the Citi Forward card from client Citi Cards. (A description of the project from social media maven Mack Collier can be found here.)

Not surprisingly, TMG had not developed a plan to leverage its social media marketing expertise to elevate its own profile. Tami was an early adopter of social media platforms, with an active presence on Twitter and profiles on services like Facebook and LinkedIn, but had not developed an integrated strategy for using these tools to benefit the agency.

Like many of its peers, TMG did have an excellent web site which presented its capabilities and a sample of its work. However, the site was lightly trafficked. Most of the visitors came directly to the site, driven by TMG’s distribution of its URL on its business cards and stationary.

Tactics:

In the last quarter of 2009, TMG decided to develop an integrated strategy to use social media marketing to elevate its brand presence.

The strategy was designed to add a content marketing component to an already active social networking presence. In addition, the strategy linked personally-branded social networking activity on platforms like Twitter and Facebook with the digital identities of the overall agency.

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In order to accomplish the strategy, TMG established a blog on a sub-domain of the tmg-media URL. This blog, buzzcloud.tmgpr.com, was set up using WordPress and the Cordobo Green Park theme. The agency also created a TMG Brand Communications fan page on Facebook, pointing the page to the primary TMG domain. The Networked Blogs application was used to distribute blog posts to the Facebook page, and a plug-in was used to distribute posts to Twitter.

A general content outline was developed in order to give focus to the blog posts. Tami is the sole author of the posts. The purpose of the posts is to share observations and suggestions about topical communications challenges. The content only peripherally touches on TMG clients. In addition, the content plan assumed that new posts would be created every two weeks or so, so that the burden of creating content didn’t weigh down an already highly-productive team.

Results:

Tami McCarthy’s BuzzCloud was launched in November 2009. Results for the subdomain buzzcloud.tmgpr.com were tracked separately from the results for the www.tmg-media.com domain so that the impact of the new content strategy could be accurately measured.

That impact was immediate.

In the six months following the launch of the blog, TMG increased web traffic to its TMGpr.com agency site and to its new blog, Buzzcloud, by 198%.

Hidden within this gain are a couple of data points that demonstrate the impact of a well-executed content marketing and social networking program.

  • Visits to TMGpr.com, the agency site, increased 32% in the six-month period following the blog launch;
  • Search engines drove 61% more traffic to the agency site in the six-month period;
  • The number of keywords that drove traffic to TMG’s agency site gained from 425 to 1,178 in the six-month period.


After launching Buzzcloud, TMG became much more visible on search engines, particularly Google. TMG became visible because it began to publish original content with more frequency. Each of those blog posts were distributed into TMG’s digital footprint, and as people clicked through to the site, or redistributed the content their own digital footprint, TMG began to develop a broader network of digital breadcrumbs, all of which led Google and other search engines back to the TMGpr.com web site.

Increased web traffic to the agency site was not the only indirect benefit of the social media marketing program. The digital footprint of both TMGpr and Tami McCarthy expanded dramatically, generating increased brand heft and awareness.

The easiest way to assess the heft of a brand’s digital footprint is to type the name into Google. The phrases “TMGpr” and “Tami McCarthy” both return relevant results that dominate the first page of Google.

Most people who are interested in you or your company are likely to search for you on the web. A Google search that returns a page filled with relevant links creates an aura of credibility and authority for your brand. It isn’t enough for those links to exist, however; behind them there needs to be useful and relevant information, the kind of search outcome that is Google’s brand promise.

This program has not required an incredible amount of time to execute. The most time-consuming aspect is creating the original posts. Maintaining the social networking presence is a matter of intermittent focus; TMG uses Facebook and Twitter to share interesting content, give personal updates and re-distribute content that other people have created.

What’s fascinating about this case study is how important the creation of content has been to driving overall web traffic.

During the six-months ending November 2009. TMG executed its social networking program actively. It did not, however, have an active blog. As a result, the social networking had virtually no effect on the company’s web traffic.

Launching the blog and publishing content drove a tremendous amount of traffic.

One lesson is that social networking without content marketing will not drive clearly measurable results for your business.

Of course, the big question is whether this activity has any impact on your business results.

For TMG, social media marketing has helped to drive increased visibility, more business inquiries and ultimately more account. Go take a look at the agency’s blog to see just how much.

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Every marketer knows that the negative option is your friend: it increases response, renewals and profits.

As a result, the negative option can turn into a hiding place for the unscrupulous marketer. The technique can be deployed in a technically correct way, but can be so cynical about the energy and intelligence of the average consumer that it violates a basic trust of the pact between a consumer and a brand.

It’s discouraging to see Facebook slipping into the shadows of unscrupulous direct marketers, and its heartening to see Google, despite it’s position as the grand behemoth of the web, work to stay true to its core values of respect and goodness, as subjective and ultimately impossible to deliver on those values are.

First, a little detail on the negative option. A negative option require the consumer of a product to take an action to discontinue some feature or attribute of the product or service. One popular use of the negative option is when a service gets your agreement to charge your credit card automatically for the renewal of a service. I was reminded of the power of this option over the weekend when I saw two renewal charges hit my credit card for cloud software applications that I no longer use. Here’s a good definition of the practice.

Another example is when a function is installed in a software platform and you have the ability to shift to another option. The most commonly recognized example of this negative option is the installation of Microsoft Explorer with each install of Windows. Millions of dollars of lawyers fees and the injection of the Federal legal system created a higher degree of visibility for other browser options. The fact that Firefox can have such substantial market share is a testament to the power creating clarity around consumer choice can have in opening up markets.

As I shared last week, Facebook has dramatically evolved its definition of privacy over the past several years. Over the weekend, Dan Kaplan pointed me to a striking graphic that compares the approach to privacy at Facebook today to different points over the past several years ago.


I spent some time inside Facebook with the goal of looking at all the privacy options from the perspective of a newbie.

The menus were lengthy, the options various, the language specific to the vernacular of Facebook and the process was confusing.

The entire system creates a disincentive to changing your privacy settings at the outset. The more likely outcome for a user is that they will go tackle the privacy settings once the horse is out of the barn and something has happened on their account that makes them angry, frightened, ashamed or embarrassed.

The approach is a far cry from where Facebook started, with an industrial design that was meant to replicate the insularity of social groups by keeping access to information directly within your privileged community.

Of course, Facebook can point to the high degree of control a consumer has over the service and say, That’s what we do. But that isn’t the starting point. The starting point is a much more open and sharing identity.

I was struck by a bit of research recently that canvassed 450 new Facebook users about how they used the system. They identified its benefits more along the line of a search engine than a social networking tool. That is a striking shift in product definition.

Of course, the value to Facebook of more openness, more search and more
databased information is that it creates the opportunity for more advertising activity. Therein lies a revenue strategy that can take advantage of the vast user base the service has created.

Google over the past year has attempted several similar expansions of it’s relationship with its users. The best example was the rollout of Google Buzz, which, we quickly discovered, was sharing activity with other people in our network without our explicit intent.

To Google’s credit, it quickly reworked the system so that we had to choose to share, rather than having a negative option that assumed we wanted to share.

The utility of buzz was diminished, but Google’s integrity reclaimed.

If you wonder why Google and Facebook have such different approaches to privacy, consumer-driven options and product design, the relative revenues of the two companies is a good starting point to unraveling the mystery.

Google has a vast pool of highly profitable revenue to protect. Anything that besmirches its brand and diminishes search traffic will have an immediate impact on their bottom line. Changing their approach to a service like Google Buzz is not just the right thing to do, it is the fiscally prudent thing to do.

Facebook doesn’t have that revenue model unlocked yet. As a result, trying things that will drive a higher revenue per user outcome is of the primary importance; in that matrix, it is unfortunately possible to loose the kind of laser focus on the consumer that ultimately drives the best experience.

Here’s what that focus looks like. In 2001, I sat in the Google offices and tried to sell Page and Brin a self-publishing tool that was a very early form of blogging software. A talented team of former Netscape engineers had developed the tool as part of a special-interest portal called Themestream. We weren’t able to get further funding for the service and were trying to unwind the assets and recover some of the investment for our backers, Kleiner Perkins, Redpoint Venture and some individual Investors led by the late Mike Homer.

My pitch to Page and Brin was that the more content there was in the web, the more inventory they would have created. While they didn’t want to compete with the big media brands, our self-publishing tool would give them a platform for consumers to generate more content on the web.

This was early in their commercial evolution. Eventually, they would move into the development of tools and bring the Blogger platform into their fold. But Page articulated their basic premise with clarity and consistency. “We want to organize information for people to find. That’s our one purpose. We’ll work the revenue out around that purpose.”

He was a young guy. I was a seasoned executive. His approach could have seemed immature and inflexible. At the time though it seemed sensible, focused and inspired.

What is Facebook’s singular focus?

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Yahoo! & AOL get compared to Google, but should probably fear Facebook

May 3, 2010

Yahoo! chief Carol Bartz made an interesting point about Google in an interview with the BBC today:
“Google is going to have a problem because Google is only known for search,” said Ms Bartz. “It is only half our business; it’s 99.9% of their business. They’ve got to find other things to do.  Google has to [...]

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Three guidelines for business clarity

April 13, 2010

Image by niallkennedy via Flickr

A few weeks ago I read an article in the McKinsey Quarterly that used observations from behavioral economics to recommend simple guidelines for marketers. The conclusions were striking in how strongly they resonated with our thinking about how we approach our products and markets.

Make a product’s cost less painful
Don’t overwhelm [...]

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Internet advertising shows strong momentum, and content helps to drive conversion

April 13, 2010

The recovering economy is driving bullish projections for online advertising. Two trends are apparent: the dollars will migrate toward the outlets with the largest and best performing audiences, and the trend towards leveraging social media tools in marketing continues to be a small portion of overall spend.
eMarketer has featured several research snippets and [...]

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The three rules of effective real estate marketing

March 29, 2010

Real estate agents and brokers are faced with more choices — and more contradictory claims — than ever in how they distribute listings, connect with consumers and promote their brand. Real estate marketing used to be a pretty straightforward activity; now, it can consume big chunks of a realtor’s time, energy and [...]

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The Kelsey Group examines NCI’s DigitalSherpa initiative

March 12, 2010

Over the past year, the team at NCI has been developing a social marketing service under the umbrella of Digital Sherpa for local advertisers. The service was launched commercially into the multi-family market last August and into the home design market in December.
Our attention over the past months has been focused on executing on [...]

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