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So you want to be an influencer?

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Last winter, I recorded two video workshops about best practices in influencer marketing for genconnectU, a course for Brands, Tapping into Social Trust, which was released in late May, and for influencers, Charting Your Path, which is available now.

A reality about making a course that includes tech is that anything too specific about platforms or tools will always be overtaken by changes in the marketplace. For example, when we recorded the courses, Klout was still in business and Google called its advertising products AdWords and AdSense.

This is why I focus on strategy, process and tactics rather than specific tools in my courses. Even though things have changed in the marketplace, the best practices have not.

In addition to the video lessons, there are additional materials in both courses, including a Scope of Work outline in the course for brands, and Guidance for Setting Rates in the course for influencers.

If you use the code Susan10, you can save 10% off the list prices of $119 for the Brand course and $29 for the new Influencer course.

From BOTS to BOUGHT: The “crisis” in influencer marketing

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Today, Digiday published the confessions of a former influencer describing widespread fraud in the influencer marketing space, focusing largely on bought followers on Instagram, where influencers regularly amassed followers literally overnight in order to compete for coveted fashion and beauty deals. All to meet the demand of advertisers and their agencies for scale. Reach was the de facto result. This is absolutely 100% true, I have no doubt.

It’s also not influencer marketing. We have to be REALLY careful to not throw the baby out with this admittedly nasty AF bath water.

As I wrote last week, this fraud — and it is fraud — stems from the ad industry’s relentless pursuit of scale without a similar commitment to authenticity and performance metrics.

Influencer marketing works because it is human-centered, and humans beings don’t scale neatly with algorithmic and predictable precision.

In the 90s, anthropologist Robin Dunbar theorized that humans can only sustain a limited number of stable social relationships; 150 is commonly cited as the upper limit. While modern communication has changed how this dynamic works, as we are able to move more fluidly from group to group, online and off, and may participate in multiple networks of people with whom we share common interests, we should always keep Dunbar’s number in mind when thinking about how influence works. The ripple effect of a recommendation matters just as much as the initial impact. Much harder to measure of course, but just because something is hard doesn’t mean we should not strive to do it.

Influencer marketing done right is building relationships with customers over time, who serve as the advocates for your brand to their friends, fans and followers. You know and trust them. Their audience knows and trusts them. You work together to achieve a common goal. Kumbaya and all.

Influencer marketing works because we do move in and out of different groups online, and when we share a recommendation from one into another, we form a ripple on the pond. What’s been missing is way to independently assess the audience of influencers to verify that they do have the right audience. Independent of and across the platforms, independent of the agencies. It’s challenging, and even more so if you respect individual privacy rights. I’m working on some things in this space. More to come.

In the meantime, the best approach is to understand that the best results from influencer marketing don’t come from scale. They come from trusted relationships over time.

The other issue exposed in the Digiday Confession is poor measurement practices.

Reach is a delivery metric. It tells us whether we executed our social tactic successfully. It is not a performance metric. Performance is engagement with content, and your objectives dictate whether you are working toward likes, shares and comments, or driving all the way down the funnel to conversion. Reach is not a result.

The Digiday piece also shared that boosting posts, at least in this confessor’s situation, was just as fraudulent, reaching folks not even remotely in the audience target purely to shore up the numbers. This is just straight up bad practice. Boosting posts simply to increase the reach is a waste of money. You should ONLY boost your best-performing content, the content that is getting verified engagement, to expose it to a larger or different audience. Do not boost your turkeys. Let them fade away.

What about the BOTS?
The other article that caught my attention this morning was a piece on CNN about Lil Miquela, an influential CGI (computer generated image) that amassed quite a following before it was revealed that she was a CGI.

My opinion? If CGIs advocate for brands and someone is compensated for the endorsement, it is advertising, straight up, and should be disclosed. Ethically, I think it should be disclosed even if they are not doing brand or cause related work, because they are a construct, and consumers should know.

Personally, I’m not sure I love the idea of people modeling themselves after, being influenced by, robots, but as long as it is fully disclosed as CGI advertising, I don’t see why brands shouldn’t have the option to use CGI tools to deliver their message. They can dictate the message and don’t have to worry about the opinion of the CGI. Likewise if they use BOT accounts to manage message flow or respond for the brand in place of human CSRs. It’s okay as long as you tell people they are engaging with a BOT.

But CGIs and BOTs are not influencer marketing. They are simply innovations in advertising.

On Cannes and the marketer backlash against influencers

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The early news out of Cannes, where the glitterati of the advertising world have gathered to rub shoulders, quaff rosé, do deals (or at least talk about doing deals) and generally celebrate their own creativity and business acumen in the hopes of snagging business from the legion of CMOs taking advantage of what has to be the best boondoggle on the planet, is that a marketer backlash against influencers is growing. At least according to Digiday’s piece on June 20th.

The basis for the argument is the announcement by Unilever CMO Keith Weed on Monday that the company is pushing for greater transparency in influencer marketing to combat fraud, create better consumer experiences and improve measurement.

In a prepared statement, Weed committed the company to not working with influencers who buy followers, to never buy followers itself and to prioritize partners committed to increased transparency and eradicating bad practices. He dramatically concluded with:

The key to improving the situation is three-fold: cleaning up the influencer ecosystem by removing misleading engagement; making brands and influencers more aware of the use of dishonest practices; and improving transparency from social platforms to help brands measure impact. We need to take urgent action now to rebuild trust before it’s gone forever.”

This is noble, and I commend Unilever for taking a position.

HOWEVER,

I take exception to the idea that we can have backlash against our customers. Influencers, true influencers, are our customers. People who love our products and want to share their opinions with their friends, family and fans.

So let’s reframe this accusation before we go too far.

What we are reacting to is fraud, perpetrated largely by automated systems in the search for scale. Yes, people bought followers to make their numbers look better. But the root cause — and this is true for many digital fraud issues —is the holy grail of scale over all else. Reach as many people as you can at the least possible cost. The volume ensures a certain percentage of buyers. Except at some point, the volume becomes the goal, not just the means to the goal.

We’ve been seduced by delivery metrics, taking shortcuts that promise to deliver more, for less. It’s a cycle of inflation that “looks good” but doesn’t actually deliver to our objective.

Why are we always so surprised when the shortcut turns out to be a dead end?

The problem isn’t influencers, who are, after all, your customers. It’s the never ending search for scale without a similar commitment to authenticity and performance metrics.

I suggest (and have for years) that we think about consumer to consumer marketing differently.

Relationships
Ground your influencer marketing strategy in authentic relationships with customers who want to advocate for your brand. Don’t neglect those with smaller follower numbers; sometimes they are your most effective evangelists.

A good influencer marketing strategy activates customers with all degrees of influence, using tactics that take best advantage of both the customer’s passion and her platform.

Performance metrics
The performance that matters is conversions. Everything else is a delivery metric. Even engagement. Although it can be a conversion metric for some objectives, for the most part, it too is simply a way to measure the delivery of a program.

Make sure your program has a conversion metric, and a way to get there. You can’t convert without a call to action.

Link back to sales. You can be super sophisticated using modern marketing platforms. Or you know, simply start tracking sales over time against marketing activity, including influencer.

How de we avoid fraud in influencer marketing?

  • Stop chasing scale and start working with your friends.
  • Measure what matters, not everything that moves.

Cheers!

On Personalization and Targeting

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There is no question that the digital media industry has been disrupted by the Global Data Privacy Regulation (GDPR). It’s been at the top of advertising news for weeks, and while the volume of articles may decline, the impact of the law has just begun.

I used to say that consumers like ad targeting, because it ensures that we see ads that match our preferences, but I now have a more nuanced view. It’s not targeting that meets with our approval. No one likes being stalked by the slipper ad simply because we clicked it once on Facebook. Ad targeting relies too much on assumptions about past behaviors based on lookalikes and other data matching. It’s close, but very often, not. quite. right.

What we really want is personalization. To be addressed by our (correct) name when appropriate. To be presented with products that match our age, stage, and personal preferences. To be offered content (and ads) relevant to our interests.

First party data drives personalization, which is far more powerful than targeting.

Personalization is going to a store where the clerk greets you by name, asks if there is something special you want, and then offers solutions based on your answers. Targeting is the clerk stalking you through the store, thrusting products in your face based on an assessment of your “profile.”

I’ve written quite a bit about the opportunity we have to reforge better, consent-based relationships with customers in which we offer real, sustaining value for the privilege of using their personal data. Here are some ideas on what we might do.

Don’t ask users for too much or unnecessary information. Only ask for what you need to deliver value back to them. We’ve gotten so used to collecting everything under the sun, “just in case” and for targeting later marketing efforts, regardless of whether it makes sense or we have a specific use for the data. For example, buying a concert ticket. Certainly we need credit card information and the billing address to verify it. But we don’t need annual income or gender or marital status to deliver a concert ticket. We ask those questions out of habit, so the data set is complete.

GDPR requires that we inform users how we will use the data, but I recommend we do a better job than a blanket “for business purposes.” Have a reason that adds value for the consumer, especially for asks that go beyond those needed for the transaction. For example, your event is planning special activities for families with children, but to staff them appropriately, you’d like to know ages of the children attending. It’s reasonable to ask for this information during registration.

Encourage loyalty and repeat visits to your content by using the data your customers do share with you to personalize the experience. This could be as simple as customizing their “ front page” into your site with content that matches their preferences to explicitly making recommendations for products and services. Pinterest and Flipboard are examples of content platforms whose business model is built on the simple concept of consumers driving personalization by sharing their preferences to create their own contextual experience. Both have had their challenges in recent years, with the hyper-focus on third-party data, programmatic and targeting, but both will now be increasingly relevant, as brands and publishers alike start thinking about contextual distribution as an effective alternative.

Engage your community. Include the customers in the content with active experiences, not just passive viewing. Be useful and entertaining. Interactive content. Reviews. Community forums. Online focus groups and surveys. Free tools and widgets that make their lives easier. Cool stuff. Real-life events too. Remember — the reason social media works is that it is social. The media is just the vehicle for the human connection we crave. With each other and with the brands we love. The more personal the consumer’s experience is with your brand, the more you build mutual trust and utility with your content (and yes, your marketing,) the more likely your customer is to share the personal data that will improve the experience. For example, a consumer might not want to share age or income with a news or lifestyle site, but have no problem sharing it with a financial site in exchange for using a college planning tool.

Speaking of social media, use it to foster connections, distribute content and promote your brand, but do not put all your eggs in a basket owned by another. Build your audience and your customer relationships on your owned properties.

There’s going to be a lot of noise and confusion around GDPR and its impact for some time to come. I’ve already heard the expected arguments that regulation stifles innovation. While there is some merit to the argument, regulation also offers an opportunity to be innovative. To find ways to solve business problems while respecting the social good — in this case personal privacy — that the law was created to protect.

Compliance with privacy laws has costs. Simply having best practices about privacy absent regulation, which some companies like Apple already do, has costs. But the opportunity for deep, sustained customer relationships is far greater. That’s where marketers should be placing their attention.

Glass half full.

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Not sure how to get started? I’d love to help you engage your customers, build loyalty and drive results for your brand with an innovative digital strategy and content ecosystem. Even better, the first hour is free. Email sgetgood@getgood.com to book your free consultation. I’ll give you some thought starters during our conversation, and we can go from there.

GDPR 101: Focus on your Customer

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GDPR, the EU’s Global Data Privacy Regulation, took effect at midnight Brussels time today.

In its Winners & Losers article, which I encourage you to read in full, Digiday comments  “Bluntly speaking, any business that doesn’t have a direct relationship with users is in for a difficult time,” and goes on to note subscription-focused publishers as one of the GDPR “winners.”

My 2 cents: Moving forward, every publisher, every brand needs to think like a subscription-focused business.

The game is no longer JUST about acquisition or impressions at scale. Audience targeting is about to undergo a major sea change as available inventory shrinks and costs to produce it increase.

Customer loyalty and customer permission are the long-term keys to success in a post-GDPR world. To get and keep them, we need to deliver a stellar experience for customers. This means:

  • building a well-loved, well-known brand;
  • creating excellent, well-organized content ecosystems that incorporate all the touchpoints consumers have with our brands;
  • delivering a quality personalized environment for customers/readers/viewers;
  • leveraging customers’ passion for the brand or content by engaging them in the content. Influencer marketing for sure, but also community forums, face-to-face events, private chats.

Remember: consumers like it when content and experiences are tailored to them. Even ads. But they need to be truly tailored to their preferences. No one likes to be stalked by shoe ads just because they looked at the shoes once and their income level matches the advertiser target.

A final note: GDPR is often compared to Y2K in terms of the scope of effort required to comply, and on some levels, this is true. However, Y2K did have an end point. Either your systems fell apart on January 1, 2000 or shortly thereafter, or they didn’t. GDPR on the other hand is far from over. This is just the beginning of a new media environment.

Fasten your seatbelts.