What is a cool viral branding experience?

Thanks to my colleague Elizabeth R. for passing this tip along from one of her former co-workers at the Weber Shandwick agency. Odwalla has a Flash-based Soy Smart spelling contest featuring an animated Ken Jennings of Jeopardy! fame that’s pretty fun and maybe even addicting. It’s got some viral potential with a send-to-a-friend feature, and the top score each day gets a free T-shirt.

I tried it earlier today and got a 21, and just now did it a second time to reach 25, which put me tops on the list at this moment. I think it’s probably a really new contest, so it’s my best chance to get a T-shirt before the virus spreads too far.

The first time I played I was checking the high scores while I was playing, between words. This time when I checked the list of high scores didn’t show. I wonder whether they changed the application. The ability to do that, if it’s what they did, is another cool thing about Web 2.0 applications; they can be tweakedif necessary to increase engagement.

I’m a real milk guy (a descendant of dairy farmers), so I’m probably not their target market for soy milk, but the application does create an extended experience with the Odwalla brand.

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eBay Can’t Match.com Wikipedia

According to the Pew Internet & American Life Project, more than a third of Americans have used Wikipedia, and on a typical day 8 percent used the site. To put it in perspective:

All told, the use of Wikipedia is more popular on a typical day than some of the more prominent activities tracked by the Pew Internet & American Life Project, including online purchasing, visiting dating websites, making travel reservations, using chat rooms, and participating in online auctions.

The study says 70 percent of Wikipedia’s traffic comes from search engines, and it’s not hard to see why. While watching Pardon the Interruption on ESPN, I did Google searches on every name mentioned, from Michael Wilbon and Tony Kornheiser (and the names of their network and their show) to George Karl to Torii Hunter to David Halberstam to Kobe Bryant to the Denver Nuggets, and then I tried some medical and academic institutions like Mayo Clinic, Cleveland Clinic, Johns Hopkins and the University of Minnesota. In no case did Wikipedia not show up on the first page of Google results.

It’s amazing how much organizations pay for Search Engine Optimization (SEO) to get on that first page of Google, and how Wikipedia is there for any topic you might imagine (with its 1.7 million entries in English).

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Leveraging the Internet in Health Care

This morning Jane Jacobs and I are presenting a Mayo Clinic case study at a half-day workshop entitled, “New Media Requires New Strategies: A Marketer’s Primer.” Our co-presenters include Kathy Divis of Greystone.net and David Bennett of the Medical University of South Carolina.

Kathy gave the overview of trends in healthcare and the internet in general, from the rise in broadband penetration to the consequent explosion of on-line video and the various Web 2.0 applications.

She cited a Harris poll that said about 75 percent of people are interested in asking questions that don’t require a visit, schedule/cancel appointments, refill prescriptions and receive test/lab results, and more than a third are willing to pay for the ability to do this (an average of about $10/month).

About 40 percent of rural Americans have high speed access at home. The number of text messages sent and received each day exceeds the population of the planet.

She said the healthcare industry will have no choice but to engage and develop social media if it is interested in helpoing people find accurate and helpful information online, and that social media may shift control of healthcare brands to the masses, and those who ignore it are placing their organizations at risk.
Here’s and example of a health care video on YouTube

[youtube=http://youtube.com/watch?v=x2M3o0FB0SI]

…and another one

[youtube=http://youtube.com/watch?v=q7MssseGxO0]

The issue she raised is there is no control over who shares your page on YouTube, and by that I think she means the “Related” videos.

Clinical wizards and marketing avatars are multi-media files that combine text, audio, video and/or animation with interactivity and decision logic to educate the user about a specific condition or marketing campaign.

Kathy’s best estimate is there are over 700 health and fitness podcasts currently available, and now about 12 percent of internet users say they have downloaded a podcast.

Only three people in the audience have personal blogs. She made a good point that whether a hospital sponsors a blog or not, that doesn’t stop people from blogging about you. She cited High Point Regional Health System as one with patient blogs.

Next Kathy went into RSS (Really Simple Syndication), Wikis, and Tagging. See for example the social bookmarking site del.icio.us. The great thing about tagging and social bookmarking is it indicates that real human beings have looked at content and assigned it a relevant keyword, so searching based on tags gives results based on what users have found helpful, not what some site architect mapped out.

David went into depth on clinical wizards, and one in particular that they did for heart risk. They used targeted Google adwords to promote geographically, and in one year had more than 6,000 people take the assessment, of whom 4,000 signed up for eNewsletters, 2,300 individuals were identified as “at risk” and 123 (extremely conservatively estimated) scheduled appointments. He thinks it was likely 3x that amount. Total investment was about $40,000 per year, for likely 10x the revenue.

He next moved into podcasting and gave some price ranges for ways of approaching it, from bare bones to in-house studio to outside-produced content. Rmail is a way to get podcasts by email instead of RSS, which can help since people are more comfortable with email than RSS. They do about 20 audio podcast segments a week. They develop for a local TV program, and then use different versions for the web, cutting into multiple segments.
They use a Content Delivery Network CDN for delivery of all their online video (Akamai). They have put about 100 videos on YouTube. Here’s one:

[youtube=http://youtube.com/watch?v=d4S6k3OEIkg]

They use text messaging with an interesting application for weight loss, in which they send a daily reminder to people who sign up, asking them to text back their weight that day, which is tracked and plotted over time.
Jane and I discussed our definition of new media (anything that doesn’t require an FCC license) and how we are incorporating resources, such as our Mayo Clinic Medical Edge syndicated products, that we have produced for traditional media into these new channels. We have podcasts available from mayoclinic.org and on iTunes, and a Flash presentation on Mayo Clinic’s history. More recently we have begun using Flash for Medically Speaking web video, in which various experts who treat patients with a given condition share perspective on symptoms, diagnosis and treatment. In February, we launched a cell phone service in conjunction with Digital Cyclone, to provide health information and news videos to people on the go.

Here’s a video we used for pitching the launch to journalists:

[youtube=http://youtube.com/watch?v=1YkDSjclEws]

John Eudes of Greystone.net illustrated decision support wizards with examples from Rush University Medical Center’s Sleep Center (a company called Jellyvision produced it.) One problem is you can’t back up and another is you can’t jump ahead to make an appointment. A breast cancer risk self-assessment wizard from Central Health systems is improved because it has an interactive navigation box at the bottom that solves some of these problems. Emmi Solutions does an on-line informed consent program, and John showed the coronary artery bypass graft version. The purpose is to improve the patient experience and help with risk management. Patients have expressed satisfaction with the system and say they feel more informed and more confident.

John concluded with a strategy overview, with options ranging from purchasing syndicated content, repurposing what you’re already doing and custom content creation for the web. Mayo is doing the second and third options, but with a focus on the repurposing end and producing custom content at the same time as we are producing the mass media content.

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And Now, A Word from Our Competitors

The late-morning session featured James Blazar and Marilyn Wilker from Cleveland Clinic. Their presentation was entitled “Branding as a Key Strategy for Success in Healthcare.”

Cleveland Clinic’s brand position is “Complete Confidence.” A brand is a promise. A pact between an organization and its audience. Strong brands uphold the promise at every customer interaction. An organization has a responsibility to fulfull this promise or risk the consequences (e.g. Firestone). A brand influences business systems, processes and policies. An example was Hampton Inn, where they gave a night’s stay free to someone kept awake by a youth softball team.

Brands matter because they provide meaningful differentiation, create a preference and reinforce an experience. If it can work for water, it should work for healthcare.

Cleveland Clinic’s re-branding was initiated by a change in leadership, growth of organization, marketplace changes and a new strategic plan. Their goal was to close the gap between their brand’s power and those of Mayo Clinic and Johns Hopkins. They mentioned that Toby Cosgrove, their CEO, stopped doing surgery in December 2006. They bought the naming rights to the Cleveland Cavaliers’ practice facilities, which are called Cleveland Clinic Courts, because LeBron James is the second-most recognizable athlete in China.
Mr. Blazar described the Brand Driver Workshop process they undertook, which led to their choice of Complete Confidence as their brand platform.

Complete Confidence is the opposite of the fear people feel when faced with life-threatening illness. Brand characteristics they emphasize are: understated confidence and leadership, compassion and comfort, approachability and professionalism.

They changed their logo typography and simplified it to make it more contemporary. To get it through their approval processes, they showed how other organizations like Shell Oil, IBM and NBC had changed their logos over time…and that their beloved logo had not been handed down on stone tablets.

They developed a Brand Architecture to create a clear, organized system of brands. It’s similar to what Mayo Clinic does. Principles: Keep it simple, keep a customer perspective, align architecture with business strategy, minimize levels and keep it clear. Their ad agency implementation/tag line is “Find the confidence to face any condition at Cleveland Clinic” in the Letters to Tomorrow campaign. They have done a national cable TV buy for their ads (which I’ve seen.) We saw four of their ads, which were very well done, but didn’t seem to fit the “understated” part of their goal when the tag line said “World Leader” or “#1.” At Mayo Clinic we let others say “world renowned” and don’t say it ourselves.
Results: National awareness has increased from 62-71 percent, and awareness of advertising has increase (I think it was from 16 percent to 22 percent, but I may have that wrong.) Income generated from patients who have responded to the advertising is between $1.2-1.6 million. Calls have come from all 50 states, and the campaign has positively impacted philanthropy.

In response to questions, we learned that their marketing budget is 3 percent of their overall revenue, and that the consultanting firm fee for the re-branding was several hundred thousand dollars. They did not disclose the size of their advertising buy. It would be interesting to know whether the advertising has been directly profitable, although I don’t doubt it has helped in branding.

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