Warc Trends - The Content Revolution: Find the right content strategy for your brand

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WARC TRENDS

THE CONTENT
REVOLUTION
>> Find the right content strategy for your brand
© Copyright Warc 2013. All rights reserved.

Published: December 2013

Warc Trends >> The content revolution

Four things to take from this report
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1
2
3
4

CONTENT IS HERE TO STAY

The interest in content marketing is more than just a fad. It is a result of
profound long-term changes within marketing and media. However, it still
has questions to answer in terms of where it sits in a long-term brandbuilding strategy, and how brands can measure the effectiveness of
content investment.
CONTENT STRATEGIES ARE DIVERSIFYING

Content strategies are diversifying rapidly in terms of client sectors,
formats and objectives. This is clear in the rise of branded video, which
can be far more sophisticated than a ‘viral’. Video can now be aligned
with the path to purchase; and it can be used to deliver ‘micro-relevance’,
engaging small but very important groups of consumers.
CONTENT SHOULD BE DISCOVERABLE AND OPERATE AT SCALE

Content must be backed by a strategy for how people will find it. Search,
social distribution and paid promotion (including native placements) can
all help, depending on the type of content being produced. To deliver
scale, it’s important to think of ways content can be broken down into its
constituent parts and recombined effectively on other platforms.
SUCCESS REQUIRES LONG-TERM THINKING

Some of the best examples of content marketing show how important it is
to take a long-term approach, even for seemingly spontaneous ‘real-time’
marketing. This raises questions about how clients structure their own
departments, and their agency teams.


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Executive summary
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C

ontent is one of the hottest
topics in marketing. But, like
many emerging areas, it
lacks clarity over definitions (where
does advertising stop and content
begin?), best practice, and measures
of success.
It should be pointed out that
content marketing is not new. Brands
have invested in content such as
long-form film, advertiser-funded programming, advertorials or branded
magazines for many years.
But several things have changed:
the range of content brands are
able to produce; the types of brand
investing in it; and the mindset of the
marketers behind it. A growing number of brands are trying to think more
like publishers or media companies,
and build strategies around content
production and distribution.
This report focuses on the new
forms of content strategy made possible by digital platforms. It looks at
ways brands are integrating contentled thinking into their marketing, and
in some cases how content is becoming central to those strategies.
Content marketing is more than
just the industry’s latest fad (Chapter
1). The report argues that the current
vogue for content reflects several


long-term trends within marketing
and media:
The long-term interest in ‘engagement’ and the need to earn attention in a cluttered marketplace;
The rise of low-cost content production and distribution options;
The rise of social, and the interest
in sharing and ‘earned media’;
The importance of content to
search engine optimisation.
As a result, investment in content
marketing looks set to grow. And as
new technology and new platforms

Social media
platforms such
as Facebook
have provided
a distribution
platform for
content

emerge, content strategies can be
expected to diversify rapidly.
The report identifies three broad
approaches to content marketing
(Chapter 2). One is a campaign-led
approach, where a content idea
forms the heart of a multichannel
campaign. A case study from Audi in
Brazil shows how a content idea was
used to drive all other aspects of the
company’s communications, and was
adapted to target different audience
clusters. There is also a social-led
approach that sees brands drip-feed
various forms of content onto social
platforms; and there is a

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Executive summary (contd)
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customer-led approach that focuses
on the role of content at specific
stages of the path to purchase.
The right model will vary from
sector to sector and brand to brand.
At the moment, it is clear brands
are still in a transition stage – only
a minority currently have a specific
content strategy.

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Content discovery
Regardless of the approach they
take, brands must have a strategy
for how consumers will find and view
their content (Chapter 3). This is
particularly important when reaching
beyond a brand’s core users (who
will typically make up the bulk of
Facebook fans or Twitter followers)
to the mass of lighter users. Lighter
users are important, as brands typically need to change the purchase
behaviour of this group if they are to
see sales growth.
The strategy for consumer ‘discovery’ of content will vary depending
on the objectives of the campaign,
but typical methods include paid
advertising to ‘seed’ content, using
search to intercept consumers at relevant points on the path to purchase,
and social distribution. The trend
for ‘native’ ad placements is rel-

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39%

of businessto-consumer
marketers in
North America
say they have a
formal content
strategy
Chapter 2

L’Oréal’s partnership with Zombie Boy resulted in viral video success
evant here, as it represents a way of
embedding branded content within
relevant editorial contexts.
One major trend within content
marketing has been social-driven
‘real-time’, or ‘newsjacking’ (Chapter 4). Oreo’s famous ‘You Can Still
Dunk in the Dark’ message during
the blackout of the 2013 Super Bowl
is often cited as an example; there
are also good cases from brands
such as Nike in China. These are an
extension of social media strategies; rather than simply pushing text
through social channels, brands are
turning to images and videos, which

are more likely to be passed along.
This ‘real-time’ approach also allows
brands to maintain momentum between bursts of advertising.
However, these examples also
show just how hard it is to appear
‘spontaneous’. A current trend is for
brands to set up ‘newsrooms’ around
major events such as the Super Bowl
or the Olympics, where agency teams
can work around the clock responding as news unfolds. This is labourintensive, and, if content is really to
be real-time, can require a brand to
rethink its sign-off process. Brands
should also bear in mind that

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Executive summary (contd)
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real-time ideas often need to be balanced by, or incorporated within, a
long-term brand-building strategy.
Brands and video
Another key content trend is the
rise of video (Chapter 5). Video has
become a key content platform –
and its importance is growing as
formats such as Vine and Video on
Instagram add new, mobile-friendly
formats. Companies such as L’Oréal
and Unilever have taken sophisticated approaches to their video

content to link it closely to their target
audiences’ paths to purchase.
Some brands are taking content
strategies further, and are building
themselves into entertainment providers (Chapter 6). They are making
long-term investments in their own
properties. Red Bull, whose ‘Stratos’
skydiving event was years in the
planning, is a good example, as is
Absolut Vodka’s work with up-andcoming artists.
Brands do not always have to
produce their own content; some-

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Absolut Vodka supports emerging artists and distributes their stories online


times there are opportunities to use
other people’s (Chapter 7). There are
a range of curation strategies: many
brands have enlisted the help of their
customers in building content; others
work with professional content creators and provide a platform for their
work. One very interesting development, demonstrated by brands such
as Intel and AT&T, is the automated
creation of content built around a
user’s personal data, pictures and
other pre-existing content.
The final chapter looks at how online content can combine with other
marketing activity. Several cases
show how brands can use content
strategies to provide significant extra
value to sponsorship or live events
(Chapter 8). There is huge potential
to align TV or sports sponsorships
with content strategies, and brands
such as Smirnoff have found ways
to use live experiences to feed social
content.
Overall, the report shows how sophisticated, and how varied, content
marketing is becoming. As more platforms emerge, and brands work out
which strategies deliver results, best
practice in this area will continue to
evolve. It is a subject that Warc will
follow closely in the years ahead.

31%

of case studies
uploaded to
warc.com in
2013 use both
social media
and online
video
Chapter 5

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Brands featured in this report
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FEATURED CASE STUDIES

1

4

5

6

7
2

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1 Dos Equis, The Most Interesting Man in the World, US
6 JetBlue Airways, Get Away
With It, US

3 Viagra Anti-Counterfeit
Interception, US

3

2 Audi, Social Selling
Strategies, Brazil

8

7 Canon, Project Imagin8ion, US

4 Nike, Greatness, China

8 AT&T, Brackets by Six-YearOlds, US

5 o.b. Tampons, A Personal
Apology (Just For You), Canada


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SAMPLE CHAPTER

HOW TO DRIVE
CONTENT DISCOVERY
>> Placing content in front of consumers

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At a glance Finding the right audience
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KEY INSIGHTS

1

I
n almost all cases, content cannot be expected to go ‘viral’ on its
own. Brands producing content should have a strategy for how
consumers will find it. Paid advertising, native advertising, search,
social and PR can all help, depending on a brand’s objectives.

2

S
ometimes content may only be relevant to people at certain times.
How-to videos such as make-up tutorials are an example. Increasingly, search and content strategies are coming together to ensure
this type of content reaches the right people at the right time.

3

N
ative advertising has emerged as a way to embed a brand’s content into relevant editorial environments. There are still questions
regarding how native content can be scaled across platforms, but
investment in this area – particularly native ads on social media – is
expected to grow rapidly.

4

A
case study from Pfizer’s Viagra brand, which wanted to intercept
men before they bought counterfeit versions of the product, shows
how a brand can blend discovery strategies. At the core of the campaign was search, but that was supported by paid online display
plus public relations.


All of the
content was
crafted leveraging the
most popular ‘buying
Viagra’
keywords
to ensure
a strong
presence
in organic
search
Viagra ‘AntiCounterfeit
Intervention’
case study

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Warc Trends The content revolution

Making content discoverable
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One of the biggest issues around
branded content is how to ensure
people actually see it.
More traditional forms of content
marketing had distribution built
in (they would appear on TV, or a
magazine would be mailed to a customer list). But new forms of online
content marketing do not necessarily
have a ready-made audience. So the
challenge is how to aid consumers’
discovery of content.
One of the most common ways to
do this is to combine content with
some kind of paid media ‘seeding’
strategy. This was one of the drivers
behind the phenomenally popular
Dove ‘Evolution’ video, which became
one of the most-viewed branded
videos of all time.
Some types of content, however,
are designed to be viewed in particular contexts – a make-up tutorial
video, for example, has a very specific audience who may only want to
view it at a particular time. So more
sophisticated strategies are emerging to hit the right consumers at the
right time.
One is aligning content strategies with search. The two have been
growing closer since the launch


of Google Panda (an update to
the search engine’s algorithm) in
2011. This meant more emphasis
was placed on language, structure
and depth. As a result, rich, recent,
and visual web pages feature more
highly in search.
By using search carefully, brands
can ensure relevant and helpful content appears at important times in a
user’s path to purchase.
Both Pfizer and Knorr used this
to direct consumers towards their
content. Pfizer did so by outbidding competitors on keywords to tell
potential buyers of counterfeit Viagra
about the dangers of imitation drugs.
Knorr worked with Chinese search

Dairy Crest
promoted its
MilkMore
delivery service
by combining
content with
search marketing

engine Baidu to flag an app and
videos aimed at mothers searching
for meal ideas. Meanwhile, Dairy
Crest used content to boost its search
profile and promote its MilkMore
door-to-door milk delivery service. It
built content around the most important keywords in its category.
Social media is another key
platform for content discovery, via
traditional PCs, tablets and on mobile. In the US, The Harris poll found
that 64% of mobile video watchers
discovered content via mobile apps,
in comparison with traditional search
engines, used by only 41%. Furthermore, 67% discovered new videos
from social recommendations, with
35% using social media to inform
their choices of content consumption.
With this in mind, smart brands have
utilised ways for Facebook ‘likes’,
hashtags and ‘check-in’s’ to be gateways to content.
In the homecare sector, Clorox
Bleach drove consumers to its online
content hub through a competition
to win $25,000 by sharing personal
stories of ‘bleachable moments’.
A Twitter hashtag led users back to
the Facebook page, where they could
enter the competition and gain access to further content, including

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Making content discoverable (contd)
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advice on cleaning stains – something that would feature highly in
search.
As is argued in a recent IAB paper,
social distribution strategies for
consumer brands need to look beyond existing fans or followers; they
must try to reach the mass of ‘light
users’ of a brand who will drive sales
growth.
Another important element is that,
rather than being a transitory viral
buzz campaign, content is stored
and can be found long after the
original launch. Brands are leveraging this by placing work in specific
content community areas, such as

Flickr, Tumblr and Pinterest, which
cater to niche interests.
The United Nations High Commissioner for Refugees, for example,
launched a content-led campaign
that focused on the typical ‘dilemmas’ of refugees. These were
portrayed via visual checkboxes that
challenged the viewer to contemplate which choice they would make.
These emotive images were placed
on Flickr, Pinterest and Twitter.
The rise of ’native advertising‘ is
relevant to content discovery. Native
is an attempt by publishers to sell
premium online slots that place
advertiser content within an editorial

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Attractive images for recipes using Chobani are shared on social media


context. The value to advertisers is
that their content appears alongside
similar content, promoting it to people interested in that particular topic.
Clorox, for example, is using native
spots to provide a content experience
through in-feed streams. It has delivered very high engagement scores
for some of its content as a result.
What ‘native’ is, and how it will
evolve, is still open to question. Major
issues for big advertisers include
scale (how to take a piece of content
formatted for one particular native
execution and reapply it elsewhere
to ensure decent reach) and metrics
(brands are often dependent on publishers for engagement scores).
Yoghurt brand Chobani is an
example of how content discovery
is evolving. Tracking company
TripleLift’s co-founder says of its
client: “Chobani has a thousand
beautiful recipe images and they
are on Pinterest, Twitter and shared
and ‘Liked’ and commented… we’re
identifying the most compelling
images, and plugging it in natively
into food and recipe sites.”
When users search for recipes on
these sites, they will then discover
relevant Chobani content that meets
their search objective.

Great
branded
content
distributed
natively
sees great
performance
Julie Jensen,
senior group
manager for
media, Clorox

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Four reasons native is making the news
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1
2
3
4

PUBLISHERS NEED AN ALTERNATIVE TO DISPLAY

The price of traditional banners has been steadily eroded. Publishers see
‘native’ placements, where sponsored content is integrated into editorial,
as premium inventory. They are also keen to sell their services as content
producers, as well as advertising platforms.
BRANDS NEED HIGH-IMPACT SOLUTIONS

As banners become less effective, brands need higher-impact digital
solutions. Native placements offer new opportunities to earn attention and
engagement via contextually relevant content. The ‘sharing’ functionality
built into native formats offers the chance for messages to be passed on.
SOCIAL PLATFORMS SEE A CHANCE TO MONETISE

Native placements within social media sites, such as ads appearing in
a Facebook user’s timeline, are a key revenue-generating tool. They are
interesting for advertisers because they have social functionality (liking,
commenting, sharing) embedded into them.
NATIVE WILL BE CRUCIAL IN MOBILE

There are fewer display advertising options on stripped-down mobile
sites. Native placements, where a brand’s content is embedded into the
editorial feed, are an important way in to mobile for brands.


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Native is key to social network revenues
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Social display
Social native

$4.57
$3.98

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$3.40
$2.85
$2.36
$1.63

US$ billions

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KEY FACTS

US SOCIAL DISPLAY VS NATIVE AD SPEND, 2012-2017

$3.0

2012

$3.7

2013

2012-2017 CAGRs:
Total Social CAGR 18.6%
Social Display CAGR 16.1%
Social Native CAGR 22.9%


$4.3

2014

$5.0

2015

$5.7

$6.4

Native advertising, which

embeds advertiser content
within the editorial ‘structure’
of a website, is expected to be
a key driver of social media
advertising in the coming
years. Social networks continue to experiment with ways
to embed brand content within
users’ feeds.
2013 study by BIA/Kelsey
A
looked at projected advertising
investment in social display
ads versus native placements.
While both are expected to
grow to 2017, the faster growth
will come from native.
The social native market is ex
pected to be worth more than
$4.5 billion by 2017, almost
three times its 2012 value.

2016

2017

Source: BIA/Kelsey, 2013

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Case study Viagra
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Pfizer used search at the heart of a
content discovery drive.

Campaign
Viagra AntiCounterfeit
Interception

CHALLENGE
Viagra was losing sales to a number
of imitation products which were
trading on its name. With customers
often unaware or uninterested in the
difference, the brand needed to find
a way to cut through the counterfeit
content, as well as educate and
inform its target audience (50+
men) in order to ensure they bought
legitimate products from approved
online pharmacies.

Advertiser
Pfizer
Agency
RAPP
Market
US

SOLUTION

Pfizer directed men to a documentary about the counterfeit drug industry

To capture the attention of customers
who may be engaging with
counterfeit content, Viagra launched
an interception campaign via a
mix of paid and earned media. It
used carefully bought keywords
which ensured it featured highly in
organic search, and placed decoy
display units which prompted the
user to roll over to view. Banners
were also placed in targeted
online destinations. The style of
content also made the campaign
newsworthy, allowing the content to
be discoverable in three different
ways (paid, search and PR).

After clicking on the decoy ads,
users were then directed to content
of a much higher quality than that of
its competitors, which in turn pushed
the message that this was the same
for its product. Housed within a richly
branded YouTube channel, the brand
revealed cinematic documentary
videos (created in partnership with
an Academy Award-nominated
filmmaker) that revealed the dark
side of the counterfeit drug industry.
Additional content to bolster
the story was supplied through
interactive experience tools which
provided tips on how to identify fakes


Source
DMA Echo
Awards, 2012

as well as paths to purchase.

RESULTS
Viagra’s content was even more
discoverable than anticipated. The
YouTube channel received over one
million channel views – 400% more
views than the campaign’s target,
while a 69% increase in traffic was
recorded by The Verified Internet
Pharmacy Practice Sites.
Positive changes in awareness of
illegitimate online pharmacies were
also noted in a campaign intercept
survey that year.
Read the full case study

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About Warc’s Content Revolution report
The Content Revolution looks at key trends
in content marketing, with a focus on how
brands are using digital content formats.
Highlights of the report include:
nsight into why content is popular, and
I
how brands are using it;


Tapping into the news agenda
Executive
Summary
Chapter 1
Why content
marketing matters
Chapter 2
Three ways to be
content-led
Chapter 3
How to drive
content discovery
Chapter 4
Social and
real-time
Chapter 5
The rise of video
Chapter 6
Brands as
entertainers
Chapter 7
Curating content
Chapter 8
The online-offline
connection

The rise of social media has led
more brands to try out real-time
content production and delivery.
According to Grant Hunter, co-author
of Newsjacking, the real-time revolution requires brands to be both “fast
and brilliant” to attain a culture of
“urgent genius”.
This approach involves producing
brand-relevant messaging that taps
into topical events. Social media
offers an instantaneous distribution
channel.
While that may sound easy, the
implications are huge. It requires a
shift in the way brands think about
a campaign cycle. It is a challenge
to agencies to work together in real
time, and sometimes a challenge to
companies’ legal teams, who may
not have time to ponder every execution carefully for potential issues.
As Noah Brier, co-founder of Percolate, put it: “If it’s older than three
hours, it’s not real time”.
Companies with working models
like that of Nissan, which pioneered
the use of editorial teams and media
‘hubs’, are becoming increasingly
common, causing a noticeable shift
in dynamic from ‘brand as publisher’
to ‘brand as newsroom’.

Johnnie Walker
has created an
editorial slant for
its Formula One
sponsorship

Procter Gamble’s approach sees
its 24/7 teams assume a war-room
mentality for coverage of high profile
events such as the Olympics and the
Oscars, a method which allowed the
much lauded ‘Tide’ response to a
NASCAR crash.
It is clear that for some of the most
successful brands, this “urgent genius” is the end result, and rooted in
a carefully planned environment in
which real-time content operates as
a hook to a wider brand story.
The Super Bowl tweet by Oreo, for
example, was the product of a major
content-led strategy celebrating the
brand’s 100th birthday. The Daily
Twist campaign latched onto topical
stories by reinterpreting daily news

with a customised image. For example, it produced a representation of
the Tour de France made out of cookies. Oreo required stakeholders from
both agency and brand to meet to
create an editorial plan. The brand
had already built a large social
media following, but this content-led
approach marked a step-change in
the brand’s social strategy.
Some brands partner with media
outlets to help achieve this shift in
mentality. Virgin Mobile holds weekly
editorial meetings with the online
social news service Buzzfeed, with
which it is partnered to push content
for its Virgin Media Live platform.
Campbell’s soup arranged a similar
strategy with the website to build

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nalysis of three types of content strategy,
A
and how they fit with a brand’s other
marketing activity;

The growth of content budgets
Executive
Summary

focus on social and video content;
A

Significantly increase

Chapter 2
Three ways to be
content-led

Contact Ed Pank on +65 3157 6200 or
edward.pank@warc.com for the full report,
plus more guidance on best practice in content marketing.

Remain the same

45%

15%

Chapter 4
Social and
real-time

Decrease

3% 9%

UK

2% 9%

Australia

28%

Source: Content Marketing Institute, 2013. *North America data is for B2C marketers only.

ORGANISATIONAL GOALS FOR CONTENT MARKETING, %
79

78

North America*
73

Chapter 7
Curating content

71

75
67

65

69

71

68

UK

Australia

71

64

62

63

63
56
48

Chapter 8
The online-offline
connection

51

54

50
38

56

42
34

33
28

Customer
acquisition

Customer
retention/
loyalty

Engagement

Website
traffic

Sales

Lead
generation

Thought
leadership

29

The Content Marketing Institute, a US-based organisation,
runs surveys of marketers
in three markets around the
world, in association with local
trade body partners.
Results from these surveys
in the US, Australia and UK
show a consistent picture of
growing investment in content
marketing. In all three markets, around 60% of marketers
are planning to increase their
budgets over the next year.
There is also a consistent
picture in terms of the aims
of content marketing. Brand
awareness, customer acquisition, customer retention and
engagement are the most commonly cited objectives in all
three markets.

Lead management/
nurturing

Source: Content Marketing Institute, 2013. *North America data is for B2C marketers only.

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Case study JetBlue Getaways
Executive
Summary
Chapter 1
Why content
marketing matters
Chapter 2
Three ways to be
content-led
Chapter 3
How to drive
content discovery
Chapter 4
Social and
real-time
Chapter 5
The rise of video

JetBlue built its own game show
to appeal to consumers who went
online for entertainment.

CHALLENGE
While people knew JetBlue as an
airline company, the brand hadn’t
managed to secure a strong presence in the cluttered package vacation category, in which it’s ‘Jet Blue
Getaway’ product had launched in
2011. Noting that its main competitors marketed their products as transactional, logical services, JetBlue
wanted to differentiate itself by being
a fun product that ‘put people first’.

SOLUTION
JetBlue knew that its target audience
were heavy consumers of online
entertainment, and that many were
social gamers. To embrace this, it
gave them the opportunity to win a
variety of vacation packages through
an online game show, in which contestants – by Skyping in from home –
appeared on a live streamed real-life
studio set, complete with host and
‘television’ crew.
Presented as an authentic TV show
(structured through a media strategy
which aligned the show with actual
TV programming, including creating

Chapter 6
Brands as
entertainers

units with TV Guide), people were
encouraged to watch and participate
in the show through experiential activity, email reminders with calendar
invites, and page takeovers with
interactive ‘applause’ meters. The
show was also streamed live through
expandable rich media banners,
which offered a viewing experience
without the user having to leave their
webpage. Interest and exposure was
then built through real-time reactions
on social media sites.
The game show format allowed
key brand and product information to
be conveyed in the form of quiz trivia
– making it an unobtrusive message
which slotted its audience directly
and entertainingly into the story.

Campaign
Get Away With it
Advertiser
JetBlue Airways
Agency
Mullen
Market
US
Source
North American
Effies, 2013

RESULTS

Chapter 7
Curating content
Chapter 8
The online-offline
connection

An online game show showed JetBlue as a fun product that ‘put people first’



North
America*

24%

49%

Unsure

2% 10%

28%

49%

12%

Chapter 5
The rise of video

Brand
awareness

ase studies that show how content has
C
been used effectively by brands.

Increase

15%

Chapter 3
How to drive
content discovery

Chapter 6
Brands as
entertainers

KEY FACTS

CONTENT INVESTMENT PLANS (OVER NEXT 12 MONTHS)

Chapter 1
Why content
marketing matters

Visitors to the site spent an average
of 10 minutes watching or participating, (the equivalent to watching
20 :30 second TV spots) while the
live-streaming banners recorded an
average of 7 minutes.
After the game, awareness of JetBlue Getaways more than doubled,
recording the highest search volume
for ‘JetBlue Getaways’ since the product launched in 2011.
Read the full case study

www.warc.com

www.warc.com

Warc Trends - The Content Revolution: Find the right content strategy for your brand

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