Cubs, Sox Looking Up at Teams in Social Media Standings Too

The San Francisco Giants are the world champions of social media. Oh, and I suppose they deserve that World Series trophy too.

Let me explain. I began to write this as a Cubs vs. Sox comparison of social media usage – and I do speak to this. But I also wanted to show the whole picture of how both the North Siders and South Siders compare against other teams in baseball. Plus, I didn’t want Sox fans to think I was trying to intentionally be biased against their team as I fully disclose my passion for Cubdom.

There may be Cubs Nation, Yankees Nation and Red Sox Nation, but in my view, the Giants are the best all-around baseball team in terms of being truly “social.”

And what’s crazy is that it primarily comes down to effort, not technology.

Some will say, “that figures because they’re in Silicon Valley and there’s a lot of tech people out there.” No, no, no. You and I both know that we’re talking about interaction, not building microchips. It involves maintenance and consistency but being a social media marketer doesn’t require hardcore engineering. So take that thought and smack it out of the stadium of your mind.

To arrive at this finding, I took a look at Sports Fan Graph from Coyle Media, Klout, Social Media Today and my own analysis of teams’ social media channels.

Now, let’s discuss some of those categories in greater detail:

Twitter Interactivity

I don’t judge too much by number of followers because obviously that favors the big cities vs. the smaller ones. Plus, I don’t believe that should be the most heavily weighted piece of criteria when measuring social media influence anyway. Instead, I looked at whether teams were actually conversing with followers or they were just using Twitter as an outlet for broadcasting.

Using this measurement, the Giants top off around 33 follower responses in a 24-hour span alone. That may or may not sound like a lot, until you consider what both of our teams did combined.

Cubs: Within a 72-hour span @Cubs acknowledged and responded to zero followers. The front office Tweeter at @CubsInsider was a little better – one follower in 72 hours. All the rest of their tweets were broadcasts.

White Sox: In the same 72-hour timeframe, @whitesox had the same result – zero responses to any followers.

 

Frequency of Tweets

Even with sharing play-by-play, scores and interviews, you can only tweet so much when it’s one-sided. The Giants are masters of pumping out tweets that are frequent and varied. As noted, they know how to give and receive feedback. At this point, they tally nearly 15,000 tweets.

By comparison, the Cubs and White Sox combined total a little less than half that many tweets. That’s a little embarrassing when you consider these teams have a fan base that’s much larger than, say, the Blue Jays or Rangers – just a couple of the teams out-Tweeting the Cubs and Sox.

 

Facebook Pages           

It’s almost a given that size of city will play an influence on size of Facebook Page, so it’s not terribly surprising that the Yankees, Red Sox and Cubs have the largest amount of Fans on their Facebook Pages. Yet this is what makes the Giants’ showing of the 4th overall Facebook Page all the more respectable, considering San Francisco is in a market behind New York, L.A., Chicago, Houston, Philly and several others.

The White Sox aren’t terrible overall in terms of Facebook Page volume (11th), but they certainly shouldn’t be losing out to anyone within their division – and Detroit’s Facebook Page is nudging it out by 20,000 Fans.


Check-Ins

More check-ins occur at AT&T Park, home of the Giants, than any other baseball stadium, according to Social Media Today. As of right now, their fans have checked in on Foursquare, Gowalla and Facebook Places 284,854 times.

The Dodgers are second (233,008) and the Cubs are third (233,008). Not terribly surprising considering the beauty of the Friendly Confines but this is nonetheless a bright spot for the Cubs as they’ve nudged past those checking in at Yankee Stadium.

I don’t mean to pick on the White Sox here, but the number of check-ins at US Cellular Field are dead last in baseball (24,285). That’s pathetic. And you can’t put that all on the fans either. If they had enough incentive to check-in through certain promotions, they’d do it. So let’s see the front office do something in this area so the Sox can at least pass up the check-ins by Houston fans at Minute Maid Park, which deserves to relegated to last for its stupid hill in center field.


Conclusion

Some teams can rest on their laurels and get a sizeable fan base, but you’ve got to admire when a team becomes Avis-like and tries harder because it knows it has to. The Giants are in a smaller city and even have to compete with a team across the Bay to a degree. Yet there’s nothing preventing many other teams from doing the things the Giants are doing – they’re just hustling a lot more when it comes to posting, tweeting and interacting. Who knows? Maybe that’s a mandate from the front office there – hustle on the field and off of it.

As far as the Cubs and White Sox, there’s room for improvement overall. From a social media perspective with all factors considered, both teams are looking up at the Giants, Yankees, Red Sox and Phillies. And when it comes to Twitter, they’re behind the Phillies, Yankees, Giants, Braves, Dodgers and Blue Jays. If you believe in Klout scores, add the Mets and Rangers above them.

I can understand being behind the Yankees. But the Braves, Rangers and Blue Jays?

Wait until next year, I guess.

How about your thoughts on how your team can be a little more social? To spur ideas, check out this article in Fast Company that talks about the “6 Things Sports Teams Can Do With Social Media To Engage Fans.”

Agencies and marketers can only afford so many trips down Memory Lane

We in the advertising and marketing business like to reminisce about our own industry as much as anyone. We like to look back on the work of Bernbach, Burnett and Ogilvy in reverence. We talk about the “Think Small” ad, the “We Try Harder” ads for Avis, the Levy’s Jewish Rye ad and the man in the Hathaway shirt. I love those classics too.

But we can’t resurrect efforts that need to lie in the grave where they belong. For example, Michigan-based Domino’s is bringing back The Noid for a week. I know it’s only for a week, but why? Some people have had a passing fascination with one of the world’s weirdest mascots ever, I’ll grant that, but I’m enjoying what Domino’s is doing with their “Oh Yes We Did” effort. They’re taking on their harshest critics, admitting where they screwed up and having people vote on the product (“Rate Tate’s Chicken”) like never before. They’re even putting reviews up in Times Square.

Putting opinions of the food one way or another aside, I believe Domino’s is working harder to improve themselves and appreciate putting themselves out there in the truly interactive environment we’re living in. It’s rare, refreshing and gutsy. More companies should be doing it.

Don’t confuse this with mascots that have stuck around for years. I’m not suggesting that Planter’s should suddenly off Mr. Peanut or Frosted Flakes should fire Tony The Tiger. I’m suggesting that if a long dormant mascot/brand effort went away, maybe there was a good reason for it and we don’t have to bring it back. Maybe we can challenge ourselves to come up with a better idea that applies to the current generation instead of becoming Hollywood and remaking classic movies because we know they were great back in the day.

Advertising has been called a young person’s business. But you know what makes a young person old? It’s not age. It’s mentality. A veteran ages by the word every time they say things like, “Gosh Ed, do you remember 20 years ago when we worked on the ____ campaign? Those were the days. Somebody needs to do something like that now. Kids today don’t do enough of that kind of work.” OK. So you do that kind of work. Why not? Because agency politics prevent it? Because the client won’t let you? Please. If you’re going to get fired up and passionate about the work that was done in the 80’s, show at least the same passion if not more for the cool technology and applications that we’re just beginning to see. Begin to understand it and embrace it. Get revved up about QR codes and projections on buildings and Google Plus – not because you’ll necessarily DO that for a brand or yourself but because it represents evolution. And evolution can be as exciting as what’s been done if not more so.

In other words, for every time you re-read “Ogilvy on Advertising” (as I am), make sure you’re absorbing a boatload of books, magazines and blogs speaking to the changes in the way we’re communicating and what lies ahead. Until we find the real thing, that’s as good a Fountain of Youth I know.

How big will your company get before you get bad?

As he was pondering the idea of expansion many years ago, the late Jay Chiat of southern California ad agency Chiat-Day once thought, “Let’s just see how big we can get before we get bad.” As such, the volume of work increased, the agency grew and although there were still “home runs” of memorable work in the bunch, it could be argued there were fewer of them.

It’s a question that many wonder but few can concretely define – how big can a company be to reach its peak of effectiveness and brand equity before it begins to be tarnished? It’s one that even us in the advertising and marketing business can’t agree on (5 people? 30 people? No more than 100 people?). How much work should we agree to come through the door in order to balance the quality of what we believe in delivering with what we want to achieve in revenue?

It’s something Goose Island has to seriously ask itself in a new era. One of our city’s greatest beers, the popularity of Goose Island has only grown and grown until it was recently sold to, of all companies…Budweiser. Now, anybody who knows a beer “purist” understands that this amounts to a cardinal sin. But then, on top of that startling twist, came news that Goose Island was moving production of its popular 312 line of beer from Chicago…to New York.

There’s nothing wrong with a beer company wanting to sell more beer. And from what I’ve gathered from client experience, it’s certainly not easy being a craft brewer. You want to stay true to the ingredients that make for a better beer, you want to build distribution channels and you want to do right by the loyal fans who chose you over visibly cheaper options. Yet, as you expand, you have to ask yourself at what level does increased production compromise what you’ve built? Is it worth it if it comes at the expense of your brand’s heritage or your most die-hard fans?

In contrast, take the example of the Boston Beer Company, brewers of Sam Adams. Founder Jim Koch brewed his first batch of beer in 1984, debuted it in 1985 and within a year expanded beyond Massachusetts to Connecticut. He would also expand to breweries in Ohio and Pennsylvania. Now you can get Sam Adams in many grocery stores, yet Jim Koch never sold his company to all the big macrobrewers who came calling.

I don’t expect Greg Koch of Stone Brewing Co. (no relation to Jim) to sell to the Big Boys of Beer either. Yet Stone Brewing enjoys large distribution and has grown by 50% every year. He is a self-described “beer geek” and as such found a calling. It’s not his goal to dominate the beer world. And he doesn’t want to sell to the “generic” consumer because he believes those consumers will only choose safe and familiar – even if they know those choices are not the best choices. Could Greg Koch sell to Budweiser, watch Stone get distributed in even more places and see oodles of money roll in?  He could. Easily. But it wouldn’t be true to his brand’s heritage and values. And since he is the poster boy for craft brewing, it would be hypocritical to his very core to sell to a giant brewer (just view his keynote at the 2009 Craft Brewers Conference, “I Am A Craft Brewer“). You’d stand a better chance of seeing Wrigley Field re-named Cardinalville.

Perhaps a sale to Budweiser and production moving out of Chicago doesn’t mean much to the average beer drinker. But considering the company they keep in the craft brewing community, it should’ve mattered more to Goose Island. Founder John Hall says he hopes to return to all brewing to Chicago within a few years with a new plant that’s built here.

While I look forward to that day, let’s hope he hasn’t alienated too many people by then.

What about you? Have you defined a set of values that guide your company so concretely that increased sales and distribution are always on the same page as your brand without compromise? You don’t have to brew beer for a living – regardless of industry, feel free to share them here.

First look inside State Farm Next Door : An environment in an innovative State.

As I started to make my way up Diversey Avenue, I heard the clamor of a jazz band playing near Trader Joe’s grocery store.  That couldn’t be coming from State Farm, could it? Surprisingly, it was. And already in that moment, I think that maybe, just maybe, I experienced a small piece of what State Farm is striving to do with its new community-based effort, State Farm Next Door.

The "teaser" wall is down. We're going in.

State Farm was nice enough to invite me to a pre-launch party for select guests to come experience Next Door for themselves. I’m happy to say it did not disappoint. It honestly exceeded what I thought I would see. Along the way, I got to sit down with the managers, planners and vendors who showed me what people could expect from Next Door when it officially opens on Thursday, August 11th.

Is it OK if we have fun in here? Cool.
If this was some thinly-veiled approach to selling services, I seriously didn’t feel it. Really. The subtle references to finances and planning are there, but you get the sense that State Farm has been extra careful not to come across as heavy-handed in selling. If it was too pushy, it just would not work. Period. And thankfully, they know it.

We’re really making a conscious effort to let people come in, discover Next Door for themselves and make it their own,” says Stephanie Reynolds, Next Door’s Store Manager. “Our atmosphere here is all about making it the most creative and collaborative experience possible. It’s not our goal to try to sell. But when they do ask, we want to make consumers more educated and confident about their financial future in a very comfortable space.

Like a Good Neighbor, State Farm is There. With a cool lounge area.

Wander over to the cafe for a gourmet espresso.

Some of the features of Next Door include:

  • A cafe area serving gourmet coffee, tea and espresso as well as baked goodies
  • A main lounge that features large red, black and grey couches with coffee tables
  • A smaller “creative” area featuring little white tables you can draw on and a projection wall that can show TV shows, movies…anything
  • A huge community chalkboard calendar that promotes all kinds of monthly events, from classes to pizza parties
  • 2 conference rooms with flat-screen TVs and whiteboard wall dividers (which you can rent for free, by the way)

And of course, those Pods.
A lot of these design elements are, dare I say, fun and creative. Still, you might be wondering, “OK. But let’s get real. What if I want to get into some sensitive financial stuff? I can’t just discuss this out in the open in a cafe.” State Farm considered that. A financial planner named Adam showed me one of the “Pods” that a planner can take a guest or two into to get more privacy for financial-related chatter. This is probably my favorite feature of the place – these things look right out of the IKEA catalog and are just as functional. You can roll them to different parts of the store if need be.

When you want to chat about finances, step into a Pod with a planner.


“You learn from us. We learn from you. We’re all smarter for it.”

We’re entering a new phase beyond just the “pop-up store” where people can try products for a few days before a temporary store is disassembled. It’s a phase of Store As Audience Research Tool. Maybe you think you’ve seen this before but trust me, you probably haven’t. Very few stores if any have been set up almost exclusively for the purpose of learning and understanding the behaviors of its audience in the way Next Door has.

I’ve heard a lot of questions about ROI and metrics of success for Next Door. So let me just say this – there’s absolutely nothing more important in branding than knowing what your audience is thinking. It’s elusive. It’s shifting. It’s hard to interpret. If it was easy, everyone could do it and I’d have to find another way to make a living. So when you effectively set the stage for that audience to come to you and tell you their thoughts and feelings, you’ve got an invaluable environment worth keeping. Some of us have run focus groups where we’d have to practically bribe people to show up, right? Well, how about someone who voluntarily comes into your environment, has a few questions, winds up signing up for a seminar given by one of your people and returns with 5 of their friends to learn more?

For Brett Myers, a key head at State Farm behind Next Door, this represents months and months of intensive, detailed planning. It’s not a stretch to say every single table lamp, book, piece of glassware and paint color has been obsessively considered prior to entering this space – by the way, do you think about your own environment in reflection of your brand with this kind of detail? Maybe you should.

Strange as it may seem to some marketers in such a research-driven world, it’s not about number of meetings taken in the Pods. It’s not about guests converted into customers. Or number of cups of coffee sold.

It’s about getting consumer feedback and lots of it. It’s about understanding the real fears and questions that a young target has. And it’s about taking all that feedback and reporting it back to State Farm corporate so they can use it for all kinds of initiatives – undoubtedly to ensure that the brand is speaking in a voice these consumers want to hear.

Anybody can rent one of these conference rooms for free. Really.


Partnered with Doejo

To get the cafe portion of Next Door off the ground and give it a feel authentic to the neighborhood, State Farm partnered with Doejo, a digital agency whose founder is behind several independent Lincoln Park/Lakeview coffee shops, including Kickstand and Noble Tree. As Darren Marshall of Doejo explains, Next Door will revolve and evolve around those who enter.

We’re very interested once people start coming in because their feedback will help shape this space,” says Marshall. “When you think about it, a coffee shop looks and feels different one week to the next because of the people inside it more than anything. It’s the same way here. In some respects, this store may look different 30, 60, 90 days from now and if it does, that will come from what the consumers within it tell us.”

While Doejo will concentrate primarily on the cafe portion of Next Door, their team may very well collaborate with State Farm when necessary on ideas involving the overall environment.

Special thanks to Desiree Fuzak, Stephanie Reynolds, Brett Myers, Darren Marshall and many others on the State Farm Next Door/Doejo team who helped provide me with their insightful thoughts for this post. 

More praise for State Farm Next Door before the doors open

As the State Farm Next Door launch here in Chicago nears, I’ll post other thoughts from around the web here that are relevant. In fact, I thought I’d share this recent blog post from Brains On Fire, a South Carolina-based agency, on Next Door (they were also nice enough to throw some kudos our way here at Chicago Brander in the process). From a strategical standpoint, their post gives some reinforcement to what I’ve heard in many of your comments on my earlier post that the “selling without selling” approach is not just a feel-good method but a sensible and realistic one for this audience when it comes to planning their futures. Enjoy.

State Farm becoming a better neighbor with Next Door concept

As someone who worked on the State Farm account for a few years, I view the company’s latest concept with more than a casual interest. The company with the familiar “Like a good neighbor…” jingle is about to launch an entirely new retail idea smack dab in the middle of my neighborhood in Lakeview. And at least at a first glance, I think they’re on to something good that more in the insurance industry might want to take a closer look at doing themselves.

State Farm Next Door opens August 1st and the concept is a more open, casual community space that offers free Wi-Fi and coffee (via its Next Door Cafe) as well as personalized coaching/small group classes on financial matters that range from paying off student loans to learning how to budget your finances.

The "Good Neighbor" with a new look.

This may not seem like a huge departure from the typical agent office, but it is. Here’s why. For a long time, State Farm talked about the fact that their agents live in the same community as their customers. Which is normal. But even though you can continuously say, “We live where you live,” there’s nothing quite like actually demonstrating it visibly by being more of a central hub.

Plus, there will be no actual insurance sold at State Farm Next Door so they aren’t cannibalizing their own agents’ efforts by selling policies here. There will be financial consultants and all the services at Next Door are free. Personally, I think the latter part of that sentence is important for bringing down some barriers among younger people who would normally walk on by because they don’t see the point in planning when they don’t even have the funds to pay for ongoing classes.

Stepping out of the “Auto/Home/Life” rate rut.

Let’s be honest. You first walk into or call State Farm, Allstate, Farmer’s, etc. because you have a need for auto, home or life insurance. You need to get covered, you compare rates,  you buy. You don’t like your rate after a while? You look around, you compare again, you buy.

Fighting a branding battle based on rates doesn’t benefit State Farm. I never thought it has. It’s territory that Geico and Progressive have owned quite well for years. Even when State Farm talks about the dangers of “cut-rate car insurance,” they’re still planting the seed of shopping based on rates and playing into the hands of their competitors.

That’s why, even though the newest ad work for State Farm is entertaining, that’s not necessarily what I see pulling people in. I see the Next Door concept having real upside by broadening out from buckets of insurance sold from an agent behind a desk into more generalized classes on finance and budgeting for 20-somethings and 30-somethings in the neighborhood who needed that guidance but couldn’t find it up to this point. You don’t have to walk into Next Door with an intent to buy. You walk in with an intent to learn (sorry, I don’t think I’ll walk in with an intent to just have a cup of coffee when there’s Starbucks and Caribou close by, but I appreciate the offer).

No hard selling, new look

In a way, State Farm’s Next Door feels a lot like smart social media itself – not a hard sell but a place to inform a community. And possibly learn from it along the way. I also like the fact that State Farm has the guts to do a true departure design-wise (different logo, wood background) for this sub-brand of Next Door, because in this case anything that looks too close to the familiar auto/home/life color palette would be a bit of a turn-off. A bright red building would scream “State Farm,” but it wouldn’t say “come in with your financial questions or just to hang out.” The location doesn’t hurt being steps away from Trader Joe’s and the Diversey/Clark/Broadway intersection.

Some may think the idea is a stretch, but I disagree. I think for a brand that’s been around for as long as State Farm, it’s a stretch within their brand that makes sense and might even be overdue. Even more so than insurance and agents, State Farm is supposed to be about, well, being a Good Neighbor with warm, friendly guidance. I think the Next Door concept is authentic and true to that ideal. Will that translate into a steady flow of interested customers? Well, we don’t have to wait until the doors open. Let’s hear from you:

Does this type of cafe concept with free classes, coffee, Wi-Fi and “no strings attached” appeal to you from a financial services and insurance company? 

Why Trader Joe’s beats your grocery store brand

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As many of us in Chicagoland who grew up in primarily a Jewel and Dominick’s world, it’s easy for me to have comfort with both of these grocery store brand names. Yet, I’m ready to step outside of that comfort zone thanks to what Trader Joe’s has brought to the table. And I’m not just talking about food.

I’m a big proponent of building the brand from within – not with only terrific products/services, but a culture that is aligned with that brand and in turn results in better customer experiences.

Joe’s nails this.

The store oozes an unparalleled happiness from the moment you walk through the door. Here are people over a wide range of ages who seem to be genuinely enjoying working in their environment and helping people. The walls are bright and painted with several mantras (“Great wine shouldn’t mean expensive wine”) as if they were coming from the founder himself. As part of a promotion, we walked out with a brightly colored Trader Joe’s bag that we’ll not only be able to re-use over and over again, but a walking advertisement to be seen all over the neighborhood (further building credibility). Some employees have Hawaiian print shirts, others have colorful and fun t-shirts. At least 3 of them asked me if I needed help finding what I was looking for. The kicker for me is an extensively written newsletter that goes into rich detail about the featured products – contrast this with the typical flyer that just shows pictures of food and pricing.

Yes, perhaps you could get something close to this kind of experience at another store. But do you? Every time you walk through the door? Is it even clean half the time?

I realize some of the elements of service described above are the “sizzle.” The “steak” is the product itself – you fully expect the stuff to be overpriced across the board as gourmet items often are. But surprisingly, these items are reasonably priced and a good value for the quality in return. Heck, I don’t mind saying that sometimes you don’t mind putting a $3 bottle of Charles Shaw in your bag – in times like these, you just feel smarter for getting decent quality. And where it seems most stores are almost embarrassed to have a wine like that on the shelf, Joe’s puts it out in the open, in the center of the aisle, with the price boldly seen.

I know, I know. I sound like a paid spokesperson – trust me, I’m not on the payroll. My point is this: Think about how the Trader Joe’s culture template can be adapted to work for your company. And just because this is a business-to-consumer audience, don’t mistake this for thinking that you can’t make it work for professional services either.

Start with your product/service – is it of exceptional quality? Let’s say that it is. Think about what you believe in relation to what you’re delivering and why you do it better than anyone else. Knowing this: How do you wrap that identity around your environment? Are there colors on the wall that speak to your creativity or brand identity? How do your people answer the phone? Are there mantras that everybody can say by heart? If I talked to 10 of your clients, would they say the same kind of praise about you – and are you absolutely certain of that? Are you giving them outlets to provide feedback to you in multiple ways? If there were/are more than one location of your business, how easy is this to replicate?

Some dismiss these other elements beyond the product or service itself as just “nice to haves” rather than something being so essential to the brand. Maybe that’s why they provide a good service, but there’s still something missing that keeps them from being a great culture and as a result, a great brand.

For example, do you feel a disconnect between departments? Are there people who think their department is the heart and soul of the company rather than part of the team? This is akin to people in one department of the grocery store dressing differently than the others and providing a different level of service that’s inconsistent with the other departments. That’s not a different department – that’s pretty much a different company within the company. And that you don’t need when you’re trying to convey a united front.

An environment like Trader Joe’s doesn’t happen overnight. But when you start with a vision and brand strategy that operations later aligns with, you begin to have the makings of a brand that feels real. Genuine. With loyal employees who don’t need special incentives to be great ambassadors on your behalf.

This isn’t a mere theory. There’s a whole lot of people living and breathing it – see for yourself. On Diversey and probably just about every other Trader Joe’s location in the country.