Social Media Blogger Campaigns: Proof Positive

There is a healthy skepticism among brand and shopper marketers on the effectiveness of social media campaigns.  Marketers ask, rightly, is budget spent on blogger campaigns well placed?  Will the campaigns generate meaningful results?  Are the “impressions” which are self-reported by the social media companies real?

Having been deeply engaged in the blogger campaign world for several years now, I have seen consistently good, even great content generated by bloggers.  The creativity of the content, fresh ideas, stunning photography, and engaging stories set this format apart from any other advertising; indeed, these campaigns stimulate conversation and engagement around fresh and actionable ideas.

But is it worth the spend?  Do these campaigns move the needle on sales?

At last, proof positive.  A client recently ran an account specific campaign, in a very challenging category, which generated the “hat trick” of results, results which are demonstrably immediate, significant and sustainable.

First, a little about the campaign.  The campaign was around a new mass market cigarillo brand launched at Walmart.  There was absolutely nothing else going on from a marketing perspective with the brand, either at the account or nationally.  The content generated by the bloggers was mind-blowingly positive, creative, and engaging.  There was nothing in the blogs that even hinted at bringing new users into an admittedly controversial category, but focused on creative ideas targeted to current smokers.  As for results, the campaign generated 16 million impressions, and at a cost of less than $30,000!

But that’s not the big news. The big news is the around the irrefutable sales results at the retailer, results which were immediate, significant and sustained.

The sales impact was immediate, as the brand began to see sales lifts the very week the campaign broke, with around 30 bloggers generating stories.  These results we also significant, as an immediate 15% sales increase was clearly significant to the brand.  Finally, the results are sustaining.  As of this writing, five months post-campaign, the content is still generating views, and brand sales are on a continuing upward trend.

For my business at least, the issue of “do social media blogging campaigns work?” is settled.  What I have suspected all along: that fresh content that drive conversations with the consumer generate results that are more impactful than simply “telling” the consumer through traditional advertising, is proven true.  And by choosing carefully which service provider is deployed, the medium can be exceedingly cost effective.

Role Model

Last week we said farewell to my father-in-law, Bob O’Brien.  Bob was, without question, one of the most generous, genuine, and humble individuals I ever met.  Damned Lucky Strikes.

There is a certain kind of person, personality type, that, if you have a problem with that person you can be nearly assured that YOU are the problem.  (I am not one of those people.  If you have a problem with me, there is a pretty good chance I did something).  Bob was one of those people.  If you had a problem with Bob O’Brien, I can tell you with almost 100% certainty:  You are the problem.

When preparing to stand up for Bob at his graveside to say a few words last week, I started looking around the Bible for some applicable passages that came to mind.  It was tough.  Whatever else one might think about the Holy Bible, it undeniably has a great deal of practical wisdom.  Everywhere I looked, I thought, “there’s Bob” and “there’s Bob”.  Like many, even most folks, I know just enough Bible to be dangerous, and I landed on these passages.

Galatians 5 outlines the fruit of the spirit: “But the fruit of the Spirit is love, joy, peace, forbearance, kindness, goodness, faithfulness, gentleness and self-control.”  Who can argue against these traits? Bob exhibited all (not some) of these traits, and (in my experience) about all the time. 

So then Philippians 2:3-4 came to mind.  Aspirational for me, it is one of the few Bible verses I can quote by heart: “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others”.  I have never met a more selfless and deferential person than Bob O’Brien, as he always put the needs and desires of others before himself.

Finally, Bob did the right things for the right reasons.  In Matthew 6, Jesus said “Be especially careful when you are trying to be good so that you don’t make a performance out of it. It might be good theater, but the God who made you won’t be applauding”.  Bob didn’t live the fruits of the spirit, didn’t put others first, for show.  Nobody could keep that up for the 32 years I knew him.  He did the right things for the right reasons.  Not for the applause of men, but because it was his character.

It would be a boring world if everyone was the same, for sure.  But would the world be a better place if everyone were a little more like me?  Ya, maybe a little. I'd like to hope.  Would the world be a better place if everyone were more like Bob O’Brien?

Yes.  A helluvalot better.

What's Important About Youth Baseball

Another season of youth baseball is gearing up across the land.  There is a lot to like about this most basic of American pastimes.  Several years of coaching youth sports and serving on the Little League board of directors have made the following concepts emerge with increasing clarity.

First, there is a very short list of matters of less lasting importance than the final score of a little league baseball game. 

I’m not in the “don’t keep score” camp, but think about it.  The group of little kids in the blue shirts beats the group of little kids in the red shirts 8-2.  Are the parents of the kids in red going to be denied Friday’s paycheck?  Is anyone’s physical or emotional health going to be impaired because of the score?  Is the sun still going to rise in the morning?  Probably.

However, there are some matters of lasting importance related to the contest:

Was good character shown and built by and in every player, coach, official and parent?  How each individual reacts to the events and outcome of the game reflects maturity and perspective as individuals and as a community.

Did every participant (player, coach, official) put forth their very best effort, mentally and physically? If so, important traits for success and values of lasting importance are being developed and demonstrated.

Did everybody have fun?  This is a key outcome of the game that contributes to the overall well-being of each participant and to the health of the community.

Secondly, something “bad” is going to happen at some point in today’s game.  Billy may bothc a routine grounder, Sally may give up a home run, Tommy may strike out.  Worse, the team the team will suffer because of an individual’s failure in a given situation.

Worse still, something unfair is probably going to happen.  Count on it:  the umpire WILL make a bad call (bad call is defined as one you don’t agree with or goes against your kid or team).  That “bad call” may even cost your team the game!

Something “bad” is going to happen in the game.  Will we respond with grace, understanding, and character?  We should demand it, of ourselves and our kids.

We have all seen bad behavior at recreational ball parks, and it should be squashed, individually and institutionally.  The vast majority of players, coaches, officials and parents reflect positive values and have a good sense of competitive balance.  That’s appropriate, because five minutes after the end of the game, most kids could care less about (and maybe don’t remember) the final score.

Rules and regulations help, but controlling non-productive behavior in youth baseball (and youth sports generally) is up to each individual.  Good sportsmanship, starting with fundamental respect of self, officials, coaches, and opponents, should be demanded absolutely as the minimum standard of acceptable behavior.

Let’s all remember that when it comes to the final score of a youth baseball game, the “stakes” are low.  And that there are very few matters of less lasting importance than the final score of a little league baseball game. 

True Blue...and Seeing Red

As True Blue MTSU Blue Raider football fans, we were all happy campers with the positive national press the Blue Raiders got from Stephen Rhodes' story this past fall. Recall, Rhodes is the US Marine combat veteran who walked on to play for the Blue Raiders following some roadblocks placed, then removed, by the NCAA.  However, this one player's story, while an awesome positive reflection on our team, doesn't define our school and/or the Blue Raiders.

Likewise, we now have to live with the story of one player, Roderic Blunt, who according to those who know him best, behaved out of character with over-the-top unsportsmanlike behavior in the 2013 Armed Forces Bowl against the Naval Academy. Most observers would agree that his actions did reflect poorly on the Blue Raiders and on MTSU,  As a fan and long time BRAA supporter, I hate to realize the black eye taken by the program.   That, and it's hard enough being True Blue in Hog country.

It's one GAME, and one kid who has expressed his apology and genuine contrition, which has been accepted by those he directly offended.  Coach Rick Stockstill also offered apologies and has taken withering criticism from people who know nothing about him.  The question is not "is it enough?", but facing into the fact that it has to be enough. There will likely be other consequences relative to this player's future, fair or unfair. What else can be done?

What's over-the-top too is the eye-bulging, vein-popping hyperbolic outrage.  Message boards are abuzz with suggested penalties as harsh as removal from the team (Rod's a senior and played his last game) to expulsion from school. Ridiculous.  I reckon a lot of us in the cheap seats are glad the missteps we made at 22 weren't "caught on tape" and dissected on national TV. 

The otherwise great defensive effort would have been tremendous exposure for the Blue Raider program.  It's a shame that is not the focus of the post-game discussion.  Also, keep in mind that 40-some other Blue Raiders competed with class and sportsmanship.

This too shall pass. Black eyes heal and fade.  Move along, nothing to see here.

Letter To Friends, Partners, Supporters and Clients of CPM, Inc.

Today marks the 5 year anniversary of the founding of CPM, Inc.  Now doing business as Compass Partnership Marketing, CPM was originally founded as Compass Product Management, Inc.  This is because at the outset, I had only the faintest idea what I was going to do.

Then came the fortuitous call from one of the smartest and most charismatic business leaders ever, David Porter.  At the time, David was head of worldwide home video distribution for Dreamworks Animation home entertainment business.

“Stu”, he said “I have an idea”.  Thus the business of partnering CPG’s with studios to develop cost-efficient, effective partnership marketing programs behind entertainment releases was formed. 

It started with Dreamworks, and only DVD content.  Today CPM has been privileged to work with, in addition to the great folks at Dreamworks, 20^th Century Fox, Paramount Studios, and Sony Home Entertainment.  It’s not just DVD any longer, but includes about any way the consumer receives entertainment content, including theatrical releases and downloads.

Further, CPM has developed business driving programs with great CPG partners like The Coca-Cola Company, Bigelow Tea, Clorox, Con Agra, Bird's Eye, Cott Beverage, Del Monte Foods, Diamond Foods, Electrolux, Jarden Consumer Solutions, Kellogg's, Mars, Nestle, Purina, Reckit-Benckeiser, Schiff Nutrition, and Tyson Foods.

See my blog “A ‘Big Gulp” Approach to Marketing” for a simple explanation of how it works.  Here, the focus is on core values that have helped CPM grow business for five years, with more to come.  Usually achieved, always aspirational:

First, CPM is a marketing services agency where operating with ethics and integrity is a non-negotiable.  Respect for the individual is paramount. Programs are developed with 360 degree transparency.  Complete client satisfaction is guaranteed, or the client won’t be invoiced.  CPM will stand up for what is right and take responsibility if something goes awry, always taking a critical internal view to ensure the right things are done for the right reasons.

Having fun is key.  While the idea of fun is helping clients navigate Walmart and other retailers to expectation exceeding results, it also means joining with best-in-class partners who share similar values of integrity, fun, and competitiveness.  If you can’t work with people who share these values, walk away and work with those who do. 

CPM, Inc. likes to compete and win, for our clients and their customers.  Thoughtful, aggressive negotiation ensures programs are cost-efficient for everyone.  Anything proposed must make “1+1=3.”

CPM is small (it’s just me), lean, efficient.  And I like it that way.

This business has had the support of countless friends, media and agency partners, studio and CPG clients, and other supporters since June 1, 2008 (great time to quit a perfectly good paying job and start a new business right?). 

Thank you for your trust and your business, well wishes and support.  

Lessons From Bo Cox

Having been blessed with a veritable cascade of outstanding managers and leaders, mentors, in my career, one standout was Captain Bo Cox, Armor, U. S. Army.  Bo was my first company commander when I was a young platoon leader in the 24^th Infantry Division.  Along with my fellow 2^nd Lieutenants in C Company, 4/64 Armor, winning was expected, routine, and even fun under Bo’s (we called him Captain Cox, of course) leadership. 

Bo was actually Carlisle B. Cox III, a third generation armor officer.  Not a perfect man (who is?), Bo was 30, a little overweight, liked his beer, and was the biggest nicotine addict I have ever seen.  Bo would dip Copenhagen smokeless tobacco in one cheek, stuff Days Work chewing tobacco in the other, and smoke a cigar…at the same time!!  So, it would not be unusual to find his team of junior officers, all emulating our fearless leader, with chew stuffed in our cheeks and not a dry spot on the ground within six feet of where we were gathered.

Much of my foundation as a leader was formed by serving under Bo Cox, and much of what I did as a business leader everyday goes back to these examples he set:

Understand you have a serious responsibility, but don’t take yourself too seriously. 

A company commander in the army has a great deal of responsibility in both peacetime and wartime.  Care and accountability for equipment valued in the multi-millions, and responsibility for the discipline, development, well-being of 50 or 60 soldiers and junior officers fall on the Army’s company commanders.  Even so, Bo was a man of good humor.  Bo was confident in his abilities and talent, which meant he was secure enough to be himself.  He was no poser.

Don’t jump to judgment.

A commander in the army has a great deal of power over subordinates.  Understanding the gravity of his decisions, Bo made sure he got all the facts before passing judgment.  He realized that one (or two, or three) people saying something doesn't make it so.  There are always multiple points-of-view to any situation.  He had the maturity to know as fact that one can never really know another person’s motives and perspective.  Bo based decisions on demonstrable facts alone.

Have compassion

I observed Bo make a decision that sent a soldier to jail.  This soldier had a severe alcohol problem, and after several offenses was sent to “the brig”.  Through this, Bo did not judge the person, only the offense.  He sought multiple opportunities to get the soldier help. 

My first platoon sergeant was a performance problem.  Bo mentored me in the art of managing through performance problems, lessons that I applied throughout my career.  Most people, he taught, want to perform.  He modeled that a leader must take the good with the bad in any person, making the most of the “good” and seeking to improve the “bad”.

Have courage

We didn't go to war from 1983-1987 when I served, and that's ok with me.  I have no doubt that, had we gone to battle together, Bo would have been a model of physical courage.

However, I did see Bo model moral courage, stand up to politics, do the right thing when there was no immediate benefit to himself.  He had a bias for principles of fairness and common sense, and would speak his mind, even to senior officers, when he saw those principles violated.  

Show me, don’t tell me

In my experience, the U. S. Army is the ultimate meritocracy.  Many of my colleagues got their commissions through the USMA at West Point.  Many others, like me, were commissioned through a university ROTC program.  A few came through Office Candidate School.  Bo didn't care how we got there, he cared about demonstrated, measurable performance.  “Talk is cheap”, he modeled.  “Show me, don’t tell me”.

Deflect credit, accept blame

C Company was well trained, combat ready, and qualified to the highest standards.  Whenever possible, Bo would deflect credit to his junior officers, NCO's and soldiers.  Likewise, he willingly took responsibility for mistakes.  I never saw Bo throw anyone under the bus.  Or the tank.

Timing is key

Bo always seemed to know when to praise, when to provide a kick to the rear, when to press, and when to give relief.  A knack for timing is invaluable in leadership, whether one is leading a tank company, a business unit, a single subordinate, or a child. 

On one occasion, I was complaining to Bo about something or another.  He called me out for being a "whiner".  Because I knew how much mutual respect we had, and how invested he was in my development, that hit home hard.  And I was being a "whiner"!

Have fun

Bo managed to inject fun into almost any situation.  On one training exercise, we were moving our company of M60A3 tanks across a muddy field.  By mid-afternoon, every tank was mired in mud up to the top of the tracks.   Many commanders would have flipped out.  Not Bo.  He stood the company down for the night, and when the lowered temperatures firmed up the ground the next morning, we had “vehicle recovery” training. 

I was privileged to serve with an amazing group of young officers.  Mike Lehto.  Mike Woods.  Jon Walter.  Mark Terrill.  Chuck Palmer.  Debbie Palmer. Terry Feisthammel.  Lori Feisthammel.  Eric Turner.  Charles King.  Buddy Miller.  Andy Atcher.  Harry Darby.  Aaron Danis.  I get chills calling to mind the quality and commitment of these friends and fellow officers.  And we did have fun, working and playing hard, under Bo Cox’s direct leadership or influence.

I could not have hoped for a better leader for such a formative period in my career than Carlisle B. Cox III.  "Bo".

A "Big Gulp" Approach to Marketing

CPM, Inc. is a marketing services company that focuses on developing and executing cost-efficient partnership marketing programs, usually but not exclusively, with entertainment properties.  Since founding CPM in 2008, CPM has worked closely with Fox, DreamWorks Animation, Paramount, and Sony studios to develop co-promotions behind theatrical and DVD releases.

Further, CPM has developed broad CPG and retailer relationships, and has partnered with top companies such as The Coca-Cola Company, Bird's Eye, Cott Beverage, Del Monte Foods, Diamond Foods, Jarden Consumer Solutions, Kellogg's, ConAgra, Mars, Nestle, Purina, Reckit-Benckeiser, Schiff Nutrition, Tyson Foods, and Walmart. 

As CPM, Inc. approaches five years in business (June 1!), I reflect on my hesitation when someone asks, “Yeah, Stu but what do you do?”  So even if it only helps me, I’ll try to explain.

CPM develops partnership marketing programs that bring together consumer goods companies to promote their brands with major Hollywood releases.  The magic, the “secret sauce”, the “1+1=3”, is that CPM created programs generally do not require any licensing fees.  Often (though not always) the studio is willing to kick in some cash in support of a program, beyond permission to use the characters and assets from the movie.

The program starts with some type of proposition.  Buy two of this and get $5 off of that.  Buy the DVD and get a something or other for free.  Go to the promoting brand website and enter to win something having to do with the move.  A value-add offer.

Then we move on to “how do we get the word out” on the proposition.  Five years ago it was print in magazines, maybe some cross linking of websites.  Later, reciprocal Facebook posts were added.  Now, social media content generators (bloggers) are often a big part of “getting the word out”.

In-store activation is critical as well:  packaging, IRC’s, cross-merchandising, point-of-purchase materials.  It all combines to create a 360 degree approach to creating interest in the proposition, thus for the brands and the movie. 

So, where does CPM come in?  With nearly 30 years’ experience in CPG marketing and sales, about 20 of those in Bentonville working with Walmart and Sam’s Clubs, CPM is like the “Big Gulp”.  You know, buy a large drink, and for just a few cents more! you can get a lot more.

The large drink is the money a brand is going to spend marketing, on something, in any case.  CPM is the “Big Gulp”, the “Super Size”.  For just a little more, the brand can add value by partnering with complementary brands (to share costs and broaden the reach of the proposition), and tie in with a major Hollywood blockbuster.

So what is CPM?  What does CPM do?  CPM is the “Big Gulp”. The “Super Size”.  CPM, Inc. is what makes 1+1=3.