When “Likes” Aren’t Enough: L’Oreal's Evolution To Social Performance Management
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This document discusses L'Oreal's shift from focusing on superficial social media metrics like likes and followers to implementing social performance management to track meaningful business results. It outlines L'Oreal's vision of establishing a complete view of its brand presence across platforms to create relevant customer connections. This will help close the loop between paid, owned and earned media to evaluate impact on brand health and increase sales/loyalty.
When “Likes” Aren’t Enough: L’Oreal's Evolution To Social Performance Management
- 1. WHEN “LIKES” AREN’T ENOUGH: L’ORÉAL’S EVOLUTION TO SOCIAL PERFORMANCE MANAGEMENT. 1
- 2. MARIE JOSÉE LAMOTHE MICHAEL SCISSONS CHIEF MARKETING OFFICER FOUNDER & CEO L’ORÉAL CANADA SYNCAPSE @MJLamothe @Scissons 2
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- 4. NUMBER OF FANS, FOLLOWERS AND ‘LIKES’ ARE NO LONGER AN INDICATION OF A BRAND’S SOCIAL PRESENCE OR STRENGTH. “. . . CEOs believe their marketers . . . focus too much on parameters such as likes, tweets, feeds or followers — parameters they can’t prove generate more business-‐quanBfiable customer demand for products and services.”* * Fournaise 2012 4
- 5. VISION: THE BEAUTY Brands must idenLfy and track the metrics that uncover performance and tangible business results. FROM TO A fragmented and annually-‐ Establishing a complete view based markeLng plan with of brand presence while paid/owned/earned data creaLng relevant customer stored and managed across a connecLons that result in wide range of pla[orms. increased sales and loyalty. 5
- 6. REASONS TO BELIEVE THE ABILITY TO CREATE MORE MEANINGFUL AND ENGAGING CONNECTIONS -‐ REACHING CONSUMERS AT THE RIGHT PLACE, AT THE RIGHT TIME, WITH THE RIGHT MESSAGE. UNCOVERING REAL-‐TIME CORRELATIONS IN ORDER TO EVALUATE IMPACT ON BRAND HEALTH MEASURES CLOSING THE MARKETING LOOP THROUGH THE INTERSECTION OF PAID, EARNED AND OWNED MEDIA 6
- 7. REALITY: THE GEEK FOR MOST BRANDS, SOCIAL MEDIA IS STILL IN THE EXPERIMENTAL STAGE, STARTING ORGANICALLY AND SLOWLY PROLIFERATING INTO CORE BUSINESS OPERATIONS. MORE TECHNOLOGY EXISTS THAN MARKETERS CAN UNDERSTAND, SCALE AND IMPLEMENT. OVERALL PROCESSES ARE CRITICAL YET LACKING. NO CLEAR DEFINITION AMONG INTERNAL ‘OWNERS’ OF SOCIAL -‐ ORGANIZATIONAL DESIGN IS KEY FOR SUCCESS. 7
- 8. THE PATH TO PERFORMANCE. REAL-‐TIME PAID EARNED & OWNED INTELLIGENCE ADVANCED ANALYTICS & INSIGHTS SOCIAL MEASUREMENT SOCIAL CONTENT MANAGEMENT, PUBLISHING & WORKFLOW 8
- 10. UNDERSTANDING SOCIAL PERFORMANCE. Product Spending Customer Loyalty Brand Advocacy Brand Affinity + Media Value = Fan Value 10
- 11. BUILDING A NEW FOUNDATION TO MANAGE THE INTERSECTION OF PAID, OWNED & EARNED 11
- 12. BRAND DECISION-‐MAKING CREATIVE MESSAGING MARKET CORPORATE CENTRALIZED DECISION-‐MAKING MEASUREMENT TECHNOLOGY BENCHMARKING 12
- 13. IT IS CRITICAL THAT BRANDS HAVE VISIBILITY INTO THE PERFORMANCE OF THEIR GROWING SOCIAL PRESENCE BEYOND ‘THE LIKE’ BRANDS MUST WORK AGAINST A MATURATION TRAJECTORY, A PATH TO PERFORMANCE, A JOURNEY TO SUCCESS. DOING THIS WELL RESULTS IN AN EDGE FOR BRANDS TO ENGAGE WITH THEIR MOST VALUABLE CUSTOMERS & PROSPECTS, STRENGTHENING BRAND EQUITY AND CUSTOMER LIFETIME VALUE. 13
- 14. THANK YOU. 14