Overview of Gage e-Marketing Strategy and Consulting offering, including approach and a few examples.

1. Strategy & Consulting

2. Agenda
1 Intro to Gage 5 minutes Slide 3
2 Approach to Strategy 15 minutes Slide 5
(w/ examples from case studies)
3 Case studies Appendix Slide 10
1. Microsoft SMB Slide 11
2. Microsoft Retail Service Professional (RSP) Slide 20
Community
3. Lawson Software Slide 27
4. 3M Visual Attention Service Slide 45
5. 3M HIS Slide 60
6. 3M ESPE Slide 69

3. Introduction

4. Marketing Solutions that Drive Behavior
• Formed in 1992
• Minneapolis, Los Angeles, Redmond
• Ad Age / Interactive Rank: #35
• Promo / Promotion Rank: #37
• Blending of technology and marketing
for world’s most respected brands
• Promotional
– Sweeps, games, contests, POP, legal
• Digital
– Mobile, web, media, social, dashboards
• Relationship
– CRM, incentive & loyalty programs, DR
• Fortune 500 client base

5. = Driven/Owned by Emerging media Social DM
= Significantly affected by Emerging media Mobile Email Voice Marketing
Mobile Email
SMS
SMS + MMS
IM IM IM
IM
Email Email Email Email
Direct Mail Direct Mail Direct Mail Direct Mail
Direct Mail
Telephone Telephone Telephone Telephone
Telephone
<1990 1990s 1999 2000s 2010
TV TV TV TV TV
Radio Radio Radio Radio Radio
Print Print Print Print Print
Display Display Display Display Display
Website
Cable TV Website Website
Search
Website Search Search
Online Display
Search Online Display Online Display Paid Search
Online Display Paid Search Paid Search Landing Pages
Landing Pages Landing Pages Microsites
Microsites Microsites Online Video
Online Video Online Video Affiliate Marketing
Webinars Affiliate Marketing Webinars
Affiliate Marketing Webinars Blogs
Blogs RSS
RSS Podcasts
Contextual
Podcasts
Wikis
Contextual
Social Networks
Wikis Mobile Web
Social Networks Behavioral
Marketing continues to get more complex. Mobile Web Social Media & Ads
Virtual Worlds
The need to focus efforts on mastering and Widgets
incorporating new approaches to Twitter
maximize effectiveness is clear. Mobile Apps &
Geolocation

6. Gage Social Media Ecosystem + Select Clients
Strategy & Consulting
Services Software Integration Custom Development Media
• SM Outpost strategy • SM Promotions (Wildfire) • Custom Loyalty / • Cross-channel
and management • eCommerce Sweepstakes, Contests, campaign design
• Social CRM - (BazaarVoice) Promotions, Training, and execution
Monitoring Community • Social Media
• B2B CRM (Salesforce)
, Measurement, Engag • Custom Facebook Advertising
• Loyalty and Community
ement Applications: • Twitter
building (Pluck, Lithium)
• Thought Leadership • Photo/Video Contests (Tweets/handles/
• Content Curation
Marketing • Localization hashtags)
(Magnify, Curation
• Event Marketing Station) • Facebook OpenGraph • Facebook
(microblogging, video API integration (DirectServe,
• Collaborative and cross-
capture / PPL model, others)
channel marketing • Dynamic live/social
publishing, SlideShare) • LinkedIn
(Spredfast, Sprinklr) content display widgets
• SEO media asset (InMail, Display
• Monitoring / Social CRM • Social Media-technology
development, publishi ads)
(Radian6, Visible mashups (Crimson
ng, tagging • YouTube
Technologies) Hexagon, Google/Bing
• Social Media Identity Maps, etc) • …More
• Viral tracking / Earned
Protection
Media Measurement • Mobile Applications
• SM Analytics / (Meteor) Development
Dashboards
• Profiling / Retargeting / • WAP site enablement
• Legal Services Advocacy modeling
(Campaign (Rapleaf, Flowtown)
design, Rules, Terms &
conditions)

7. Approach

8. Method
• Define goals and objectives
• Understand target audiences & customers
• Analyze competitors
• Conduct gap analysis and gap-filling research
• Confirm goals and objectives
• Define initial go to market approach
• Define and prioritize tactics, timing
• Define measurement plan
Gage Confidential. All Rights Reserved.
8

9. Equation
Market
Practice
Client-side research Strategic
Experience,
discovery audit Plan
Knowledge
(Social)
Goals, culture, or Find and analyze Capitalize on Goal-driven
ganization to relevant conversations Gage’s experience strategic plan:
assess social with available 1. Goals
1. Size opportunity
readiness / tools, technologies,
maturity 2. Know where and to tactics and 2. Measurement
whom to play combine with Plan
1. People
(audiences, conver client’s insights 3. Prioritized
2. Process sations) Initiatives
3. Technology 4. Timelines
3. Know how to play
(channels, convers 5. Budgets
ations, tactics)
9
Gage Confidential. All Rights Reserved.

10. Case Studies

11. Microsoft SMB

12. Business Case, Strategy
• Microsoft SMB had a meager social media
presence among its reseller partners and
SMB customers; leadership knew social
media had greater potential but did not
know how to pursue realizing that potential
• Gage developed a strategic plan to build a
“social media engine” to be integrated into
Microsoft SMB’s current marketing practice
– Marketing Asset/Practice Audit
– Gap-Filling Research
– Strategic Plan
• Purpose: Create an achievable vision to
make optimal use of social media to
accomplish business goals
SMB Facebook page popularity prior to
engagement vs. peers: November 2010

13. 3 Deployment Areas
Partner Enablement Customer Engagement
– Social Widgets – Ask An Expert
– Social Activation for Partners – Facebook: Buddy Media Landing
(for FY12) Page
– Facebook: “Be The Expert” – Social Advocacy Platform
Application
– Facebook: Promotion
(Partner)
– Facebook: Buddy Media Organization & Structure
Landing Page – Sprinklr SMMP
– Facebook: Buddy Media (publishing, analytics, identify
Syndication & target influencers)
– Social Advocacy Platform – Branding
– Social Content Playbook
– Reporting

14. Time Demand Generation
(Partner + Customer)
0
Social syndication
Facebook Facebook Custom UX Facebook
Be the Expert (Partner + Customer) Ask A
Partner
Conversion
Users take desired action
Usually occurs on hub
Feedback Loop
Social Advocacy
Platform
100
n Awareness = Prospect is aware of and/or knowledgeable about product / service
n Engagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchange
n Conversion = Prospect takes an action known to drive sales
n Advocacy = Customer or influencer takes an action in support or recommendation of product / service

15. Screenshots

16. Conversion measurements/analytics used
for Microsoft SMB
Partners Customers
On a campaign and ongoing basis, Key measurable activities:
Microsoft SMB currently consistently Go to MS store and buy*
measures: Go to PinPoint and find a partner
Downloads Complete a lead form
Click-throughs to target content
Customer reach
(through Partners)

17. Competitor Benchmark Examples,
SMB Before/After
Intuit SAP Oracle SMB SMB
(Pre) (Post)
Social Media Integrated w/ Website 9 8 6 2 2
Brand Integrated Across Social Nets 8 7 3 1 5
Clear Purpose for Each Social Media
7 6 6 1 5
Presence
Social Customer Service/Support 7 8 6 1 2
Consistent Content Distributed/Posted 6 8 7 2 6
Social Media Reach (fans, followers, etc.) 6 6 5 1 4
Easy to Navigate User Experiences 7 6 4 1 4
Use of Promotions in Social Media 7 2 2 1 4
ROI Tracking / Measurement N/A N/A N/A N/A N/A
Color and Number indicate both a general assessment (color) and specific (number):
Green Excellent (7-10)
Yellow Neutral (4-6)
Red Poor (1-3)

18. SMB Social Media
Office 365 is example of campaigns being promoted across
SMB SM Channels:
• Facebook SMB
7 posts – 2 types (product, cloud)
• Facebook Marketing Mashup
1 post – Office 365 Intro
• Twitter SMB
5 tweets – 2 types (product, cloud)
• Twitter Cindy Bates
4 tweets – 2 types (product, cloud)
• Youtube SMB
FOYB video added which incorporates Office 365.
• LinkedIn Microsoft
Office 365 product page created and promoted as feature product on summary page.
• Business Insights SMB Newsletter
Mentions: introducing, product beta invite, learn more and case study
• Cindy’s Blog
Two posts – 2 types (product, cloud)

19. Verticals, Audiences, Competencies & Tactics
Vertical Industries Consumer/Retail; Technology
Audience Groups Small and Mid-Sized Business Owners; Developers and IT
Professionals; Enterprise Business Decision Makers
Competencies Conversation Research and Insights; Social Media
Strategy and Planning; Social Media Program Execution;
Social Media Content Creation; Community/Forum
Management; Social Media Measurement and ROI
definition; Social Advertising
Tactics Used Blogs, Microblogs; Social Networking Sites; Video and
Photo Sharing (video development); User Groups; Social
Widgets/Apps; Social/Mobile integrations; Social
Listening, Measurement, and Insights; Social Media
Outreach and Engagement; Social Media contests;
Social Integration with other Marketing

20. Microsoft ExpertZone

21. Business case/problem analysis addressed
• ExpertZone is a training, education, rewards, advocacy, and
community platform for Retail Service Professionals (RSPs) selling
Microsoft products: Windows, Office, Xbox, Zune, and Hardware.
ExpertZone is an exclusive community available only to current retail
service professionals (RSPs). ExpertZone is available in 34 countries
worldwide.
• ExpertZone selected Gage to help them reach RSPs and deliver the
following specific ongoing benefits:
• Awareness: Make more RSPs aware of ExpertZone
• Engagement: Drive new RSPs to register and existing registered
RSPs to revisit
• Conversion: Drive new RSP registrations, RSP visits, course
completions
• Advocacy: Encourage RSPs to share their positive associations
with ExpertZone to their social networks

22. Strategy created and deployed
• Develop and manage conversation on branded social media
channels and community forum in primary social networks:
– Daily Branded Social Media Channel Management
– US Forum Moderation
– Global Reporting – 5 countries (US, UK, CA, AU, NZ)
• Drive additional insights and visits:
– Customer Advocacy Platform Pilot
– Social Advocacy Modeling and Influencer Outreach
– Expanded Social Network Advertising
– Facebook Welcome Pages
– Integrating EZ Site Content into SM Channels (Facebook App)

23. Gage Confidential. All Rights Reserved.
Screenshots – Branded outposts
Live in 6 countries, including the U.S. Outpost – Twitter (UK)
Community website hub
Outpost – Facebook (UK)

24. ExpertZone: Community Hub
• Website includes features like user-generated content
capture + syndication, ties to social media platforms,
forums, groups, etc.
• Seeks to maximize marketing value of community and
individual RSP members.
Gage Confidential. All Rights Reserved.

25. ExpertZone: Community Hub
Community-Building Hub
Features / Functionality
(selected examples)
Users can form affinity
groups around interests
Users can see / connect
with other users in their
network
User content is customized
based on personal
attributes
Outposts integrated into UX
Gage Confidential. All Rights Reserved.

26. Verticals, Audiences, Competencies & Tactics
Vertical Industries Consumer/Retail; Phone/Mobile; Technology
Audience Groups Students 16-24 years old; Young Male Tech enthusiasts
18-24 yrs old
Competencies Conversation Research and Insights; Social Media
Strategy and Planning; Social Media Program Execution;
Social Media Content Creation; Community/Forum
Management; Social Media Measurement and ROI
definition; Social Advertising
Tactics Used Blogs, Microblogs; Forums; Social Networking Sites; Wiki /
Collaboration Software; Video and Photo Sharing (video
development); User Groups; Social Widgets/Apps;
Social/Mobile integrations; Social Listening,
Measurement, and Insights; Social Media Outreach and
Engagement; Social Media contests; Social Integration
with other Marketing

27. Lawson Software

28. Business Case
• Lawson HCM is one of several Lawson divisions exploring
social media marketing.
• Lawson HCM’s inbound marketing operation was focused
on the following activities:
– Conducting Online Webinars, Demos
– Whitepaper and Case Study publishing
– Search and SEM
– PPC
– Email
– Executive Blog

29. Business Case
• Lawson suffered from a lack of name recognition
(awareness) in comparison to ERP competitors - and
sometimes was excluded from consideration for this reason.
• Lawson HCM marketing management believed social media
offered a major unrealized opportunity to build awareness
and fill the top of the sales lead funnel, areas for which their
current marketing activities were less effective.
• Lawson HCM engaged Gage to help understand the
potential of social media to build awareness and fill the top
of the sales funnel, as well as improve Lawson’s name
recognition in the marketplace.

30. Strategy
• Gage developed a strategic plan to integrate social media
into Lawson HCM’s current B2B inbound marketing practice.
It included detail on how to leverage Social Media and
Community to increase awareness, engagement and
conversion and advocacy among HCM prospects and
customers. The overarching purpose is to create a holistic,
achievable vision for Lawson HCM that makes optimal use of
social media to accomplish business goals.

31. Screenshots
Slides that follow are slides from presentation version
of final strategy deliverable.

32. Research Findings – Social Media Audit
Non-branded topical community size
• From March 11- April 11, 2011, Gage located about 52,000 posts
that were directly relevant to HCM. Content was extremely varied:
brands were active in publishing messages, consultants and
industry experts were providing commentary, job postings were
frequent, and customers/users were participating as well.
Target audience presence and participation
• HCM customers and/or users = Core target audience
• Of the 52,000 posts found, 2.1% were authored by HCM
customers/users. This level of participation is not unusual for B2B
industries - typical observed participation rates are 2-6%. Even at
2.1% participation however, the numbers add up quickly. Current
average volume is 36.4 posts per day, 1,092 posts per month, and
31,104 customer/user posts per year.

33. Customer/User posts in the Pre & Post
Purchase Process
• A majority of posts by customers/users were people sharing their opinions and or
experiences, and were not indicating activity in the purchase process (62%). Of those
that did indicate they were in the purchase process, the biggest percentage of people
was posting with customer service issues/questions. These people made up 25% of total
customers/user posts.

34. Customer posts discussing Systems
(EMSS, HRMS, HCM, and HRIS)
• For customer posts discussing “systems” (EMSS, HRMS, HCM, and HRIS), almost
all posts were use-experience sharing and informational, and/or technical
customer service posts. Few customers/users could be characterized as
being “at the top of the funnel” - all either customer service-oriented or
experience-sharing.

35. Research Findings – Social Audit
Direct Opportunity
• ~36 times per day, Lawson HCM has a immediate engagement
opportunity – engage directly to build awareness, drive engagement,
increase likelihood of advocacy, push to inbound lead mechanisms
Indirect Opportunity
• Target audience far more likely to passively consume than to actively
participate:
– 5% of HCM professionals post original content to blogs and websites or
post ratings or reviews or comment in blogs and forums on a daily basis*
– 60%-90% of HR professionals read, watch, and listen to social media
content on any given day*
• Findings suggest that Lawson HCM has an opportunity to reach and
influence 470-690 customer/users per day.
*Source: http://www.birkman.com/news/BMI_WP_SocialMedia2.pdf

36. Research Findings – Social Audit
Original Audience/Day - Low Estimate
36.4 Average number of posts found per day by customer/users of HCM (Active)
5% % of customer/users of HCM who post daily*
728 Average number of HCM Professionals online at any given time per day (36.4/5%)
60% % of HCM Professionals who read, listen, or watch content online daily*
436.8 Average number of HCM Professionals who read, listen, or watch content online
daily (Passive)
473.2 Average Daily Audience of HCM Professionals for social media content
Original Audience/Day - High Estimate
36.4 Average number of posts found per day by customer/users of HCM (Active)
5% % of customer/users of HCM who post daily*
728.0 Average number of HCM Professionals online per day (36.4/5%)
90% % of HCM Professionals who read, listen, or watch content online daily, weekly, or at
least 2x month*
655.2 Average number of HCM Professionals who read, listen, or watch content online
daily (Passive)
691.6 Average Daily Audience of HCM Professionals for social media content
*Source: Birkman, Human Resources 2.0: How HR Professionals and HR Consultants Use Social Media and Web 2.0 Technologies

37. Research Findings – Social Audit
Indirect Opportunity
• That which is viewed by initial audiences is also viewed - and
sometimes shared – out to social networks.
• Because of this characteristic plus low-cost/focused
advertising options in social media, Lawson HCM can
expect to generate aggregate of 60,000 and 88,000 paid,
owned and earned brand impressions to target audience in
social media per day.
• It should also be noted that social media usage is still
growing exponentially, so these numbers will rise organically
over time.

38. Research Findings – Social Audit
Projected Social Network Viewing/Sharing Impact for Lawson HCM (Benefit: Impressions build Awareness)
Target Audience Ad/Network
Impressions Impressions
Low High Low High
Initial Target Audience
Impressions 473 691 60,544 88,448
# of shares 70.95 103.65 9,082 13,267 (15% round 1 share rate)
# of shares 4.257 6.219 545 796 6% share rate (round 1 or 40% round 1)
# of shares 0.08514 0.12438 11 16 2% share rate (round 1 or 40% round 2)
# of shares 0.0008514 0.0012438 0 0 1% share rate (round 1 or 40% round 3)
548 801 70,182 102,527 total per-day impressions @ 15% share
61,100 89,260 total per-day impressions @ 6% share
60,555 88,464 total per-day impressions @ 2% share
60,544 88,448 total per-day impressions @ 1% share

39. Social Media: Lead Projection
Ratios to Ratio of Ratio of
How customers experience brand conversion event qualified lead
conversion event
communities online to a qualified lead to sale
Time (examples)
0
Awareness
(2500:1)
Engagement
(150:1)
Conversion event (1:1) (15:1) (5:1)
Users take a desired
Gage Confidential. All Rights Reserved.
action known to drive
business outcomes:
buy online, live chat,
register for CRM channel,
Advocacy Feedback Loop
download, visit specified
content, etc.
Advocacy 2.5:1
100
n Awareness = Prospect is aware of and/or knowledgeable about product / service
n Engagement = Prospect acts to indicate a desire to start, continue and/or deepen information exchange
n Conversion = Prospect takes an action known to drive sales
n Advocacy = Customer or influencer takes an action in support or recommendation of product / service 39

40. Social Media: Lead Projection
Lawson HCM Social Media: Lead Generation Potential: Monthly/Annual
Low High
Awareness Events/Month
(2500:1) 60,544 88,448
Engagement Events/Month
(150:1) 3632.64 5306.88
Advocacy Events/Month (2.5:1) 60.544 88.448
Conversion Events/Month (1:1) 24.2176 35.3792
Gage Confidential. All Rights Reserved.
Qualified Leads Generated/Month
(1:15 Conversion Events) 1.614506667 2.358613333
Sales/Month
(1:5 Qualified Leads) 0.322901333 0.471722667
Sales Value/Month
($1M Avg. Sale Value x Sales) $322,901 $471,723
Sales Value/Annual
($1M Avg. Sale Value x Sales x 12) $3,874,816 $5,660,672
Based on interviews with OppSource personnel conducted June 2011.
40

41. Practice Investment Recommendations
= Foundational investments. Required to deliver other recommendations.
1 point = approximately $100,000. Value = Benefit-Cost. All cost/benefit/value estimates expressed in first year.
Initiative Description Benefit Statement Benefit (Cost) Value
Goals & Goals, objectives, expectations and actions. Design Results culture is essential to success. - 0.50 N/A
Measurement reporting. Enable tracking to goals.
Staffing - Handle daily publishing, monitoring, engagement, Necessary for branded channel build-out, social - 1.50 N/A
Community measurement on all community properties. CRM, influencer mapping/campaigning, forum,
Management event promotion, etc.
Branded Establish branded SM channels. Develop content Varies by channel. See slide 48 for benefit. 4.75 0.40 4.35
social Channel strategy, publishing & engagement guidelines.
build-out
Social Media Interactive content for internal teams that Internal stakeholders know how to use social 4.25 0.30 1.85
Playbooks explains how to use HCM social media in pursuit of media infrastructure for marketing.
their marketing goals
SMMP Enables cross-channel publishing, monitoring, and Efficient management impossible with multiple 4.00 1.25 1.75
measurement. social media channels without use of an SMMP.
Advocacy Pilot for 6 months and assess results. Takes painstakingly built relationships and puts 4.5 1.00 2.50
Platform them directly to work building WOM benefit in
the online places where it can make an
immediate, material impact.
Influencer Map influencers on matrix assessing reach and Most effective way to drive perception of 4.25 1.00 2.25
Campaign sentiment. competitive advantage.
Social CRM / Monitor/participate in pre-purchase conversations Observe and/or engage directly in ~36 social 4.00 .75 2.25
Service and in non-branded community. conversations/day. Results will come within
Support days of implementation and build w/expertise.
Community Develop community platform strategy/roadmap to Identify, motivate, and empower online and 5 2.5 2.5
Platform take full advantage of advocates, use social media social customers and users.
(Hub) to broadcast activity and info from inside out.
Roadmap
Total 30.75 (9.20) 21.55

42. Measurement / Analytics Used
• N/A – Strategic plan comprised the deliverable for this
promotion.
42

43. Results
• N/A – Strategic plan comprised the deliverable for this
promotion.

44. Verticals, Audiences, Competencies & Tactics
Vertical Industries Technology; Healthcare; Government; Financial
Audience Groups Small and Mid-Sized Business Owners; Developers and IT
Professionals; Enterprise Business Decision Makers; CIOs
Competencies Social Media Strategy and Planning
Tactics Used Blogs, Microblogs; Forums; Social Networking Sites; Video
and Photo Sharing (video development); User Groups;
Social Widgets/Apps; Social Listening, Measurement,
and Insights; Social Media Outreach and Engagement;
Social Media contests; Social Integration with other
Marketing; Wiki/Collaboration Software

45. 3M Visual Attention Service

46. Business Case
• VAS is a brand-new automated eye-tracking analysis service
which seeks to capture a share of the $8.6 billion dollar
market research industry.
• To succeed, VAS must reach a critical mass of sales with
relatively low up-front marketing and promotional
investment.
• 3M VAS management engaged Gage to help understand
the potential marketplace for this product and recommend
marketing strategy and tactics, including social media.

47. Strategy
• Gage first developed an interactive strategy to drive a successful
launch, resulting in management approval for greater investment to
fully capitalize on the long term potential of the service.
• Analysis and recommendations were the result of an analysis of 3M’s
current marketing research findings, interviews with VAS
management, review of current VAS website analytics, analysis of
competitive services and marketing approaches, and analysis of
online conversations relevant to this market and service.
• Strategy identified four core audience targets and identified key
messages and tactics for use in marketing to each segment.
• Tactics were then employed in order of perceived likely ROI on a
quarterly basis, with results review and directional approach for next
quarter determined at close of each quarter.
• Social media tactics employed include social advertising, branded
social channels, audience-specific forums, blog.

48. Screenshots

49. Screenshots

50. Screenshots

51. Strategy
• Example of subsequent quarterly tactical recommendations:

52. Screenshots

53. Screenshots

54. Screenshots

55. Measurement / Analytics Used
• Gage assessed performance of branded channels and
campaigns through a customized dashboard application
which included reporting on the metrics shown on the next
several slides

56. Results

57. Results

58. Results

59. Verticals, Audiences, Competencies & Tactics
Vertical Industries Consumer/Retail; Technology
Audience Groups Young Male Tech enthusiasts 18-24 yrs old; Small and
Mid-Sized Business Owners
Competencies Conversation Research and Insights; Social Media
Strategy and Planning; Social Media Program Execution;
Social Media Content Creation; Community/Forum
Management; Social Media Measurement and ROI
definition; Social Advertising
Tactics Used Blogs, Microblogs; Social Networking Sites; Social
Widgets/Apps; Social Listening, Measurement, and
Insights; Social Media Outreach and Engagement;
Social Media contests; Social Integration with other
Marketing

60. 3M Health Information Systems

61. Business case
• In conjunction with the impending conversion to ICD-10, 3M
HIS had an opportunity to market a holistic HIS solution to a C-
level target audience
• To be successful in selling this solution , 3M HIS had to:
– Make the target audience aware that 3M HIS is more than a coding
vendor
– Convince the target audience it is worth their time to meet with an HIS
CRE
– Equip the HIS sales force with the knowledge and tools to transition from
a product to consultative solution selling approach
– Establish itself of a thought leader in the health system information arena
• Phase 1 of Renaissance involves the marketing of
autocoding and documentation to augment existing HIS
coding products in preparation for ICD-10.

62. Business case
Challenge:
• Help 3M HIS salespeople deliver a dynamic message to the hospital
C-suite (particularly the CFO) that compels the prospect to want to
engage more fully with 3M HIS.
• 3M HIS marketing team sought to incorporate social media into their
plans to meet this challenge.
Objectives:
• Size current and future opportunity for 3M HIS in social media
• Deliver immediate marketing value through social media marketing
• Build owned social media marketing assets for both immediate
benefit and long-term use
• Collaborate with and train internal staff on management of social
media assets, including ongoing performance measurement

63. Strategy
Delivered a plan to enable 3M HIS to:
• Leverage Social Media to continuously increase awareness,
engagement and loyalty among 3M HIS purchasers and constituent
HIS users within health care organizations to accomplish marketing
goals regarding promotion of 3M HIS “Renaissance” Application

64. Screenshots (Plan deliverable)
Delivered a plan to enable 3M HIS to:
• Leverage Social Media to continuously increase
awareness, engagement and loyalty among 3M HIS purchasers and
constituent HIS users within health care organizations to accomplish
marketing goals regarding promotion of 3M HIS “Renaissance”
Application

65. Screenshots (Plan deliverable)

66. Measurement / Analytics
• Plan only; not applicable

67. Results
• Plan only; not applicable

68. Verticals, Audiences, Competencies & Tactics
Vertical Industries Technology; Healthcare
Audience Groups Enterprise Business Decision Makers; CIOs
Competencies Social Media Strategy and Planning
Tactics Used Forums; Social Networking Sites; Video and Photo
Sharing (video development); Social/Mobile
integrations; Social Listening, Measurement, and Insights;
Social Media Outreach and Engagement; Social
Integration with other Marketing

69. 3M ESPE:
Filtek Ultra Product Launch

70. Business Case
• 3M ESPE marketing team engaged Gage to help announce
and market Filtek Supreme Ultra Restorative, the replacement
for Filtek Supreme Plus Restorative
• Gage’s task was to help convince the target audience that
Filtek Ultra retains everything they have come to love about
Filtek Plus, yet offers them even more through advances in
product development
“Don’t lose a single customer”

71. Strategy (continued)
• To meet the challenge of …
– Cutting through the clutter
– Getting the targets attention
– Not delivering a “me too” marketing solution
– … Gage partnered with The Second City to interject
comedy into our solution
• A series of humorous videos were produced that
– Explain product benefits…
– …While entertaining and encouraging viewers to stay
longer
– …and tell their peers about the experience

72. Site
www.everyonehasashade.com

73. Videos
Microsite:
http://everyonehasashade.com/main/videos.html#/toothFa
iry01
YouTube:
http://www.youtube.com/user/3MESPEDental

74. Twitter

75. Metrics
– Website
• Site traffic reports (WebTrends)
• Video starts
• Video completes
• Number of Referrals/Video Sharing
• Number of Stay Informed signups
• Clicks to “Contact your authorized 3M ESPE dental distributor” link

76. Conversations

77. Campaign results
• Video cued at launch is receiving 98.5% video completes
(watch entire video)
• Sharing of Videos surpassing all other sharable content
• Twitter followers for the Tooth Fairy and Charlie over 4,000 strong
• Steady incline of unique visitors, pages viewed and length of
session leading up to largest annual tradeshow (CDS) on Feb 27
• Revenue growth of 13.2% surpassed goal of 10%
• 12-month market share growth goal achieved in half the time
(6 months)

78. Verticals, Audiences, Competencies & Tactics
Vertical Industries Healthcare
Audience Groups Small and Mid-Sized Business Owners; Enterprise Business
Decision Makers
Competencies Conversation Research and Insights; Social Media
Strategy and Planning; Social Media Program Execution;
Social Media Content Creation; Community/Forum
Management; Social Media Measurement and ROI
definition
Tactics Used Blogs, Microblogs; Social Networking Sites; Video and
Photo Sharing (video development); Social
Widgets/Apps; Social/Mobile integrations; Social
Listening, Measurement, and Insights; Social Media
Outreach and Engagement; Social Integration with
other Marketing

79. For more information
Chris McLaren
Director, Emerging Media & Strategy
Gage Marketing Group
Phone: 763-595-3855
chris_mclaren@gage.com
Twitter: @cmclaren1
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