• Ways to determine what data really matters to your organization
• How to find the right skill sets for your data team
• Ideas for maximizing data from social media
• Why you need to break out of silos

Sponsored by:

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Chief Marketer and NextMark offer a selection of files new to market. The criteria for selection for Chief Marketer Listline is:

• New list to market in past 7 days
• Exclusive to list manager
• Data card quality score 85 or higher on NextMark
• Data card publicly available online

 Association for Radiologic & Imaging Nursing

The ARIN is a professional organization representing nurses who practice in the field of medical imaging.

Universe: 1,945

Price: $450/M

Contact: Infocus Marketing, Inc., Customer Service, sales@infocusmarketing.com, (800) 708-5478

Datacard: http://lists.nextmark.com/market?page=order/online/datacard&id=384306

Corporate Meeting Planners Business Email List from Columbia Books

These business professionals are presidents, owners, and managers who plan off-site meetings and/or hire professional speakers or seminar leaders.

Universe: 15,141

Price: $300/M

Selections: Gender, geo, meeting destination, number of attendees, phone number, time of year, type of facility used

Contact: Infogroup, Michael Costantino, Michael.Costantino@infogroup.com, (402) 836-6266

Datacard: http://lists.nextmark.com/market?page=order/online/datacard&id=383917

Holiday Card Center Buyers From Barton Cotton

Barton Cotton provides holiday card programs to organizations with a strong affinity appeal to their passionate constituents, focusing mostly within the non profit arena.

Universe: 95,350

Price: $100/M

Selections: $100+ and $50+ buyers; area of interest; gender; State/SCF/Zip

Contact: Chilcutt Direct Marketing, Kayle Plotkin, kaylep@cdmlist.com, (405) 726-8794

Datacard: http://lists.nextmark.com/market?page=order/online/datacard&id=380125

Ideas & Discoveries Magazine

These subscribers are interested in new findings on issues related to science, the Internet, nutrition, travel, history, gadgets, technological advances, empowerment, psychological issues, forensics, art and more.

Universe: 17,117

Price: $100/M

Selections: Age, gender, income, recency, source, SCF/State/Zip

Contact: Worldata, List Manager, lists@worldata.com, (561) 393-8200

Datacard: http://lists.nextmark.com/market?page=order/online/datacard&id=384458

LimitlessSingles.com – Members Postal & Email

Members pay a $9.95 annual fee to join this online social experience.

Universe: 235,800

Price: $100/M

Selections: Actual age, age range, drinker, ethnicity, gender, income

Contact: Leon Henry, Inc., Margaret R Ginns, margaretg@leonhenryinc.com, (941) 552-8721

Datacard: http://lists.nextmark.com/market?page=order/online/datacard&id=383939

 Casey McClay is a client success director at NextMark.

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Prepaid cell phone company Cricket, focused in on that key insight it learned from both internal and external research and wrapped it around messaging in a new campaign tagged, “Half Is More.” The campaign takes direct and aggressive aim at wireless giants Verizon and AT&T, calling them out for being way overpriced and for consumers to ask themselves why they are spending more for the same services they could get with Cricket for about half the price.

“The main reason we’re going after AT&T and Verizon nationwide is that they are the leaders with almost 200 million subscribers on those two networks alone. Cricket nationwide has about 5 million subscribers,” Deborah Jourdan, senior director of marketing at Cricket, said. “The whole idea it to help people realize they are being overcharged for their wireless by AT&T and Verizon.”

The multi-channel campaign, headed by retail marketing agency TPN, is directly aimed at the estimated 51 million consumers considering switching providers and looking for a better deal on wireless but who are not willing to compromise on great devices and service.

“What we learned was that people are being locked into expensive rate plans and that a lot of people are open to the idea of shifting away from a contract carrier to a non-contract carrier,” Sarah Cunningham, TPN senior vice president, client service for Cricket, said. “We know that two-thirds of the people looking will be coming from the two biggest players in the space: Verizon and AT&T. For cricket it’s really about challenging the status quo.”

“Half Is More” rolls out this month across digital (banners and search), online video (a first for Cricket) print, retail P-O-P, out-of-home, social media, an in-progress refreshed Cricket.com, Hispanic marketing from Alma DDB, cinema pre-rolls and television by PHD that began June 3 and will run throughout the remainder of the year. One video shows guy selling burgers from a truck asking customers if they would like to pay $5 or $10 for the same burger.

While this may be a serious strategy for Cricket, the “Half Is More” campaign offers a humorous take on switching wireless carriers—as evidenced by the input from independent writers and producers from Chicago’s improv community—while at the same time focusing on affordability.

“Even though economic indicators were starting to be more positive, the target continues to feel squeezed, their disposable income is down and every expense is being scrutinized,” Cunningham said. “As you can imagine people are pretty skeptical, people believe that if you pay less you have to make compromises.”

Insights for the language in the campaign messaging came from a combination of comprehensive external quantitative research focused on the path to purchase, awareness at purchase and recommendations to others, and qualitative research with focus groups. Cricket employees, including Jourdan, working to convince their friends and family to switch to Cricket, also played a role in developing the appropriate messages.

On a local level, Cricket, which just announced the addition of the Samsung GS4 to its line-up of smartphones, operates nearly 2,000 retail locations that are activating promotions against the “Half Is More” message. Some local retailers have full rein in running unique promotions like sponsoring local events or neighborhood festivals or something much more simple like laying out two of the same candy bars and asking customers whether they would buy one for half the price of the other.

In social media, posts of Facebook and Twitter are designed to keep up a conversation. The content is edited and served based on consumer questions and what’s trending in social based on the campaign. Content is also being provided to influencers and brand advocates. Zocalo is working with TPN on social media and word of mouth.

Leading indicators of the effectiveness of the campaign are in online and social media.

“The online videos, running for a few weeks, are meeting expectations from click through and video completion rates and there has been positive feedback on social channels including regular sharing of the content,” Jourdan said. “Ultimately our marketing mix model will be results in ROI and in driving new customers.”

“Half Is More” follows the “Your Call” campaign, which began in 2010 under TPN, Cricket’s agency of record. “Your Call” served up the facts about Cricket’s value proposition and let the consumer make the call.

“ ‘Half Is More’ is a more direct and aggressive against our competition,” Jourdan said.

The post Cricket Campaign Takes on Verizon/AT&T on Overcharging appeared first on Chief Marketer.

Most of Syfy’s fans aren’t quite that obsessive-compulsive, but they are that devoted and that willing to share their opinions. They just do it through the mediums of social and mobile, which are playing a bigger and bigger role in the genre network’s marketing strategy every year.

“At the end of the day, of course, we’re judged on viewership,” says Dana Ortiz, vice president of brand marketing for Syfy. “So it’s was important for us not to just tap out on engagement—we want to make sure that every time we put out a post we’re looking at ways to drive [ratings].”

Ahead of the Curve

Social and mobile played a huge role in the April launch of Syfy’s “Defiance,” a new post-apocalyptic drama that launched on Syfy in April. The network wanted to start spreading the word about the show as early as the July 2012 Comic-Con International in San Diego, which has become extremely important in generating buzz, particularly for shows with a science fiction bent. But it couldn’t just put up posters saying “Coming April 2013”—Syfy knew it needed content share with fans.

“So much money was sitting in the next year for media dollars, but we had to feed that social beat coming into Comic-Con, “ says Ortiz. “For something like ‘Defiance,’ we had the benefit of planning and having so much in the can so early on.”

Syfy created “behind the scenes” and “overheard on the set” content to share socially, not giving away too much about the plot as much as sharing tidbits like what the actors were doing, the make-up, and even what people were eating for lunch on the set. Two- to six-minute multiplatform pieces on things likes the show’s costumes, languages, mythology and histories were also created that could be repurposed for digital press tours.

“We worked closely with PR and it was quite a learning curve, from process to planning to budget,” sais Ortiz. “We set our KPIs against [similar skewing] cable and broadcast properties like ‘Falling Skies’ and ‘Revolution,’ but no one else started out [promoting] a early as we had. We managed to meet them every month.”

By the time it debuted in April, “Defiance” had over 250,000 Facebook followers. “That’s a healthy amount,” notes Ortiz. “Most of the time you’re coming out of the gate cold because the conversation hasn’t started yet. And we didn’t have the benefit of a well-known property, which can be both good and challenging.”

At Syfy, social media sits under the brand marketing team, which oversees both on-air and digital marketing. Every time a campaign got launched, it was magnified through every platform. The goal of course, was to make “Defiance” a pop culture phenomenon, but as Ortiz admits, you can’t just say it and make it so.

To put “Defiance” in the pop culture conversation, it bought air time on new show premieres that would resonate with the target audience last fall. A movie-style trailer was also created and released through PR channels.

Social media messages and live programming was created in conjunction with cutting edge live events such as TED and SXSW, as well as other events of cultural significance. For example, messaging around the Mayan Apocalypse centered not on the end of the world but the idea of change, playing up the “New Earth, New Rules” tagline of the show. Around this year’s Super Bowl, conversation centered on San Francisco, since the 49ers were in the big game and the city figures heavily in the story of “Defiance.”

“We’re able to do promoted tweets and take these moments in time and circulate for that conversation,” says Ortiz.

Team Effort

The cast and crew of “Defiance” are also heavily involved in the social media promotion process. Actors like Julie Benz and Grant Bowler tweet about the show regularly, as do behind the scenes folks like executive producer Kevin Murphy, who live tweeted with fans during a recent Monday night episode.

“We brought them into the fold and talked to them about how we approached social,” she says. “We share with them daily and weekly what we are doing, and suggest how they can get involved.”

Of course, live tweeting or posting to Facebook during your favorite show is great. But Syfy encourages fans to increase that engagement with Syfy Sync, a free app for the iPad and Android Tablet.

When broadcasts of shows like “Defiance,” “Warehouse 13” or the Hollywood makeup artist competition “FaceOff,” begin (either live, recorded or on-demand), viewers can start the app and play contextual games, take polls, read behind the scenes facts and trivia or see exclusive video.

Gaming is another major way that Syfy gets fans involved. Two weeks before the television debut of “Defiance,” a massive multiplayer online shooter game set in the show’s world launched for the PC, PlayStation 3 and Xbox 360. Syfy works closely with the game’s developer Trion Worlds to crossover events from the game into the actual show, with characters from the game and the show crossing back and forth. “Defiance” has already been renewed for a second season, and the goal is that in between seasons, the story will continue in the game, to keep fans engaged.

With that same idea in mind, an app based on another series that runs on Syfy—the Canadian import “Lost Girl”—was launched in the U.S. at the end of that show’s third season in April, to keep the excitement going until it returns for a fourth season in 2014.

“We’re always hungry not to go dark,” says Ortiz. “Social is a 24/7 platform and viewers don’t care that you’re not on the air any more. “They want content, and they want the conversation to continue.”

The post Beyond TV: Syfy Keeps Fans Tuned in with Social and Mobile appeared first on Chief Marketer.

After a tumultuous 2012 season, the Sox had some explaining to do. The team finished with a record of 69-93, marking its worst season since it went 62-100 back in 1965. They also pulled off a huge trade in late August, one that clearly waved a white flag and dismayed the organization’s fans. Then in October, the team got a new manager.

There was plenty for fans to be uneasy about, and they began questioning the direction of their baseball team and what the higher-ups in the organization were thinking. So the Red Sox responded—by listening.

Direct to the Fans

“You can’t be out of touch with the tenor of what’s going on,” says Adam Grossman, senior vice president of marketing and brand development for the Red Sox. The organization paid close attention to what their fans were saying via social media, phone calls and letters, not to mention various surveys, focus groups and an annual piece of research. The goal for Grossman and his team was to get a holistic view of fans’ behaviors and reactions.

The result of this careful listening was a “very direct, real campaign” last offseason. Grossman says the team wasn’t trying to sell anything through that campaign and that it simply wanted to make sure people knew that this wasn’t where the organization wanted to be.

This campaign included pocket schedules featuring a photo of designated hitter David Ortiz and the words “162 Chances to Restore the Faith,” a newspaper ad featuring second-baseman Dustin Pedroia and the words “What’s Broken Can Be Fixed,” and television spots with authentic words from one of manager John Farrell’s press conferences.

Tickets, Merchandise and Loyalty

The outcome of this earnest listening and communicating, in addition to the organization’s efforts to field a better team, has been tangible. Most of the Red Sox’s paid media focuses on ticket sales, and in light of the past two seasons’ results, it was no surprise that ticket sales slumped. But the team’s recent on- and off-field labors are bearing fruit.

“We are pacing behind last year, but with the summer coming and the team performing at such a high level, we believe the gap will continue to close,” Grossman says.

The Red Sox also run a number of campaigns dedicated to boosting ticket and merchandise sales. For instance, “Call All Kids” month presented by Hood celebrated kids and gave them unique access and experiences at Fenway Park. As part of this event, kids with A’s and B’s on their report cards got free tickets. Another program is “Futures at Fenway,” a minor-league, family-oriented game with tickets starting at $5. “Welcome Back Fans” in April offered free meals for kids and $5 12-ounce beers for adults during the first month of the season to thank fans for their loyalty.

Email marketing also plays a role in improving sales, as registrants of the team’s official email newsletter receive ticket guide newsletters on Mondays, which feature upcoming games and ticket opportunities; shop guides highlighting gear and merchandise; and MLB Insider emails, which feature news, schedules, video highlights and ticket information.

Wins, Losses and Bandwidth

Beyond ticket sales, the performance of the team also directly influences the kind of “bandwidth” Grossman and his team have in terms of marketing efforts. More specifically, he says that if the Red Sox are in a pennant race in August, they’re able to do more, given the inherent interest in the team and the stronger storylines the its hopeful standing brings. However, if the team is where it was at last season, with the postseason not in play, fun tactics and stunts that they might be able to pull off in August are no longer possibilities because they’d be misaligned with where the team is at that particular time.

“From a brand perspective, a down year isn’t going to erase 100 years of history,” Grossman says. He adds that while the team’s performance may dictate how much the organization can push the marketing envelope from season-to-season, the Red Sox are fortunate to have a strong history and tradition. Regardless of performance, from year-to-year, it’s “still the Red Sox, still Fenway Park.”

In fact, the ballpark plays a crucial role in the Red Sox’s marketing approach, according to Grossman. He quotes Martin Nolan, former Boston Globe editor, to emphasize the importance of Fenway Park: “The ballpark is the star.”

Grossman calls Fenway Park “an enormous asset to us” and the one constant throughout the team’s history. “All great brands have stories and unique attributes” and Fenway Park is a big part of that for the Red Sox, he says.

Fenway Social Pride

For a glimpse at how important the 101-year-old venue is for the team, just take a look at the Red Sox’s Twitter and Facebook pages, where Fenway Park is prominently featured in photos and mentions.

Social channels have become increasingly important and effective for the Red Sox. “That’s been a much larger muscle that we’ve tried to flex and build out,” Grossman says.

Though online tactics like social media didn’t really play much of a role six or seven years ago, Grossman says they’re definitely more prominent today. “The social revolution that’s going on is huge.”

In the past, seeing and experiencing players’ personalities had to be done through paper, the media and other traditional means. Social media offers a more direct way for fans to know and interact with players and teams. “People consume sports in a very different way,” Grossman says.

This applies to the devices fans use to watch games too, as tablets, smartphones and even televisions have grown in popularity and functionality. This creates opportunities and challenges for teams and leagues. For the Red Sox, Grossman says the shifting technological landscape forces his team to look differently at the way they approach content.

“You have to sort of fish where the fish are, so to speak,” he says. This means that reaching people isn’t limited to running a television ad—there are many ways to get the message out.

The focus on particular channels changes throughout the year, according to Grossman. During the season, the Red Sox won’t spend much on television, though it will utilize social, paid search and a little bit of print. In the offseason, the organization has to go “a little bit more traditional” to hit as many eyeballs as possible.

While its paid-media opportunities focus mostly on ticket sales, the team also utilizes television and print for branding at times during the season.

‘B Strong’

The most important campaign for the Red Sox this year has been its “B Strong” initiative, which is a response to the bombings at this year’s Boston Marathon. Grossman recalls the campaigns roots – a tweet from third-baseman Will Middlebrooks that included the hashtag “#BostonStrong.” A front-office meeting discussed an idea for turning this online movement into something visual and tangible. That’s when the “B Strong” patch was created.

Fans backed it up and the MLB helped to get it off the ground, with all proceeds from the sales of merchandise featuring the patch going to The One Fund. On the Saturday after the bombings, the Red Sox players wore jerseys that replaced “Red Sox” with “Boston” for the first time ever, to express a unified spirit with the whole city.

Grossman says the whole response to that week’s tragedies helped highlighted the vital role of Fenway Park and the Red Sox in the Boston community. “Whether it’s one logo or one day or one event, I think that’s why the Red Sox have such a unique foothold in the region.”

The post Social Data Shapes Red Sox 2013 Marketing Plan appeared first on Chief Marketer.

“You need to work hand-in-hand with your sales team,” says Meagen Eisenberg vice president of demand generation, DocuSign. “Sales will use lead scoring if they have a hand in developing it with you, but the implementation will fail if you haven’t gotten their buy in from the get go.”

Making sure sales has the proper training to use your lead scoring system effectively is critical, notes Eisenberg, who will be speaking at B2B LeadsCon, Aug 14-15 in New York. “You can’t just throw it over the fence at them—every new sales period, get their feedback and show them what worked and what changes you’re making to course correct. Let them see that there is a correlation to how the [lead scoring process] can be turned in revenue and sales success.”

One of the biggest challenges for many marketers is simply sitting down and building the initial model out to begin the process. You need to look at the existing data you are collecting and put a score to it.

“Think about what fields and data you need to capture to optimize for selling and conversions,” she says.  “Once you put a stake in the ground and create your initial model, you can get over your scoring ‘writer’s block’.”

Creating a lead scoring model with just one number or indicator isn’t necessarily the best way to go, Eisenberg cautions. When she first joined DocuSign, the company had an older system in place with only a first gen score combining firmographic and engagement into one number. Today, the company works with Eloqua to create scores reflecting not only firmographics but the prospect’s engagement with the company, within their email communications, website and products, delivering an alphabetic and numeric score

“It’s really helpful to be able to harness that information, as our goal goes beyond targeting to truly engage our prospects,” she says, noting that DocuSign averages about 80,000 leads delivered to the 15 person inside sales team on a quarterly basis. “We need to help the team prioritize to be effective.”

Eisenberg’s team meets with sales  management for about 30 minutes each week to discuss the status of leads in the system, identify what’s working and address opportunities for improvement.

“There’s multiple people evaluating solutions in every company today, from IT to the business owner to procurement, so account-based scoring is important as well. We run analysis every quarter and look at open opportunities on each account,” she says, where the account score is based on engagement levels across all individuals at a company. “It gives us a competitive advantage if our sales reps can focus on the accounts with the highest engagement scores.”

Looking at engagement gives sales reps a better picture of how close an account may be to closing, she says, and can improve the entire lead generation process. A prospect might score high on firmographics, but if they haven’t actively opted-in for your business to reach out to them, they aren’t as good a prospect as someone who has raised their hand and is engaged.

For DocuSign, an electronic signature transaction management/document workflow automation service, aggregating scores and doing account based scoring based on things like looking at domains of email addresses or whether a company is a consumer of SaaS technology has been very helpful. Working with firms like Mintigo and DemandBase to make sense of unstructured online data has been helpful in finding lookalike firms to DocuSign’s customers who may be fast growing and hiring.

To learn more about B2B LeadsCon, Aug 14-15 in New York, click here.

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• Where marketers are investing acquisition dollars in 2013
• The impact of social data
• The role of email in prospecting efforts

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