This document discusses the concept of "Deep Social" as the next phase of social media. Deep Social involves three key shifts for brands: 1) Moving from a marketing to a publisher mindset by becoming culturally relevant content creators, 2) Transforming superficial content into great stories and experiences to excite customers, and 3) Shifting from aimless connections to meaningful conversations and advocacy through precision targeting and bonding with customers. Examples are provided of brands implementing Deep Social strategies through insights, inspiration, innovation, precision targeting, and meaningful conversations to achieve business goals like increased revenue, engagement, and customer loyalty.

1. Deep Social
The Next Phase of Social Media

2. The consumer mindset
What is Deep Social and how do I get there?
Why Ogilvy?
Where are you now? A diagnostic
4
16
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31
Table of contents

3. The consumer mindset
What is Deep Social and how do I get there?
Why Ogilvy?
Where are you now? A diagnostic
4
16
28
31

4. Today we connect in more
ways than ever before
hours per day spent
on social media by
the average person
SOURCE: EMARKETER 2015, LATIN AMERICA AND EUROPE
hours per day spent on
a smartphone by the
average person
SOURCE: COMSCORE, NETMARKETSHARE, PANDORA,
FACEBOOK, FLURRY ANALYTICS 2015; US CONSUMERS
of the world’s
population use a
smartphone
SOURCE: EMARKETER 2015
61%6.1 3.7

5. These connections
have changed us.
We have new ways of
making decisions,
large and small.
of Millennials use their mobile devices
to complete at least one task when
looking to purchase a car.
SOURCE: EMARKETER 2015
of female shoppers turn to message
boards or blogs to inspire fashion-
related purchase decisions.
SOURCE: NETBASE 2013
62%80%

6. But many people now feel
overwhelmed.
They are burdened by
information from friends,
publishers and companies.
41%
of social media users plan to stop or
take a break/“vacation” due to
irrelevant updates on social networks
SOURCE: MARKETING TECH BLOG 2013

7. Brands aggravate the situation by pandering to:
Audience
Aiming for likes or shares, brands
undertake awkward (and ultimately
failed) attempts at relevance where it is
not appropriate.
Technology
Technology or technique are seen as
an end, not a means. Brands also
recycle old ideas coming off as "me
too" players.
Self
Still operating in broadcast mode,
brands fail to recognize the importance
of understanding the audience.

8. Brands aggravate the situation by pandering to:
Audience
Aiming for likes or shares, brands
undertake awkward (and ultimately
failed) attempts at relevance where it is
not appropriate.
Technology
Technology or technique are seen as
an end, not a means. Brands also
recycle old ideas coming off as "me
too" players.
Examples:
• Newsjacking/Trendjacking
• Taking a stance in a zone where the brand lacks relevance or credibility
Case Study: DiGiorno Pizza
Eager to look relevant around an emergent online conversation, DiGiorno Pizza made a
humorous attempt at joining the trending #WhyIStayed conversation. #WhyIStayed was a serious
discussion about domestic violence. DiGiorno did not take into account that the topic was off
brand and that their post was highly offensive. Plenty of engagement on the topic, but all negative.
Self
Still operating in broadcast mode,
brands fail to recognize the importance
of understanding the audience.

9. Examples:
• Joining a platform or use of technology with no strategic relevance or business impact
• Mistaking a listening platform, content studio or other technology as a strategy. Brands fail when
they do not look at the business impact they are trying to achieve
Case Study: NYPD
By promoting the hashtag #MyNYPD, the New York Police Department aimed to build community
connections through images of people sharing images of their favorite local policeman. The
hashtag resonated with Twitter users, but mainly to showcase police brutality. The NYPD owned
the hashtag, but not in a way that they wanted.
Brands aggravate the situation by pandering to:
Audience
Aiming for likes or shares, brands
undertake awkward (and ultimately
failed) attempts at relevance where it is
not appropriate.
Technology
Technology or technique are seen as
an end, not a means. Brands also
recycle old ideas coming off as "me
too" players.
Self
Still operating in broadcast mode,
brands fail to recognize the importance
of understanding the audience.

10. Brands aggravate the situation by pandering to:
Audience
Aiming for likes or shares, brands
undertake awkward (and ultimately
failed) attempts at relevance where it is
not appropriate.
Technology
Technology or technique are seen as
an end, not a means. Brands also
recycle old ideas coming off as "me
too" players.
Self
Still operating in broadcast mode,
brands fail to recognize the importance
of understanding the audience.
Examples:
• Content created by the brand for reasons that make sense to the brand, rather than the
audience
• Idea forced onto the platform
• Brand banter
Case Study: Audi
Audi’s forced attempt at implementing their #PaidMyDues campaign on Instagram with no
thought of the audience’s interests faced an onslaught of criticism. Fans insisted the Instagram
feed go back to car images.

11. These activities result in
Shallow
Social
Aimless Connections
Social efforts disjointed from the brand
and customer journey that result in
problems or missed opportunities.
Superficial Content
Content that does not build the brand,
business, reputation or bring value to
customers.

12. For self-preservation, people are
retreating into smaller, private
networks and blocking ads, while
social platforms tighten their filtering
algorithms.
year-on-year growth in mobile
messaging app usage worldwide
SOURCE: FLURRY “THE AGE OF LIVING MOBILE”, 2014
decline in organic reach on Facebook
SOURCE: OGILVY, ANALYSIS OF 100+ BRAND PAGES GLOBALLY FROM OCT 2013-FEB 2014
FOR MORE SEE THE SOCIAL@OGILVY PAPER “FACEBOOK ZERO”
50%316%

13. of B2C content goes unnoticed
by consumers.
SOURCE: BRIGHTEDGE CONTENT ENGAGEMENT REPORT 2015
Now everyone is filtering more
and seeing less. We only look at
what we want, when we want it.
80%

14. Brands are challenged to break through
How do I maintain RELEVANCE
and RESONANCE at the pace of
culture?
How do I EXCITE potential
customers in the era of
distraction?
How do I ENGAGE and BOND
with customers spoiled for choice
and holding little loyalty?

15. Brands are challenged to break through
How do I maintain RELEVANCE
and RESONANCE at the pace of
culture?
How do I EXCITE potential
customers in the era of
distraction?
How do I ENGAGE and BOND
with customers spoiled for choice
and holding little loyalty?
Move from a marketing
mindset to a publisher mindset

16. Brands are challenged to break through
How do I maintain RELEVANCE
and RESONANCE at the pace of
culture?
How do I EXCITE potential
customers in the era of
distraction?
How do I ENGAGE and BOND
with customers spoiled for choice
and holding little loyalty?
Move from a marketing
mindset to a publisher mindset
Transform from superficial
content to great stories and
experiences

17. Brands are challenged to break through
How do I maintain RELEVANCE
and RESONANCE at the pace of
culture?
How do I EXCITE potential
customers in the era of
distraction?
How do I ENGAGE and BOND
with customers spoiled for choice
and holding little loyalty?
Move from a marketing
mindset to a publisher mindset
Transform from superficial
content to great stories and
experiences
Shift from aimless
connections to meaningful
conversations and advocacy

18. The consumer mindset
What is Deep Social and how do I get there?
Why Ogilvy?
Where are you now? A diagnostic
4
16
28
31

19. Deep Social
• Move from marketing mindset
to publisher mindset
• Transform superficial content
to great stories and
experiences
• Shift from aimless connections
to meaningful conversations

20. Deep Social
• Move from marketing mindset
to publisher mindset
• Transform superficial content
to great stories and
experiences
• Shift from aimless connections
to meaningful conversations

21. Transforms brands from marketers
or broadcasters to culturally
relevant publishers.
Builds brands through a strategic
approach to content
development and engagement.
Uses data and social analytics to
ensure strategies are brand-driven
and audience-informed.
Move from marketing mindset to publisher mindset.

22. • Move from marketing mindset
to publisher mindset
• Transform superficial content
to great stories and
experiences
• Shift from aimless connections
to meaningful conversations
Deep Social

23. Transform superficial content to great stories and experiences.
Excite customers through insights, inspiration and innovation.
Insights
Use data and social analytics to
help brands connect naturally with
the right audience in the right place
at the right time.
Inspiration
Brands express themselves
through creative and effective
culturally relevant storytelling and
experiences.
Innovation
Cut through to distracted
audiences by doing things first
or differently.

24. • Move from marketing mindset
to publisher mindset
• Transform superficial content
to great stories and
experiences
• Shift from aimless connections
to meaningful conversations
Deep Social

25. Shift from aimless connections to meaningful conversations.
Spark conversations that build trust through precision and bonding, and are backed by measurement.
Precision
Move from broad demographics to
micro targeting at scale by elevating
behavior, interests and friendships.
Bonding
Move from community management to
customer bonding, shifting focus from
risk mitigation to revenue
opportunities through customer
acquisition, leads and sales.
Measurement
Success measured through
relevant harder business metrics
like leads, sales, brand
performance, loyalty and
advocacy.

26. Deep Social
• Move from marketing mindset
to publisher mindset
• Transform superficial content
to great stories and
experiences
• Shift from aimless connections
to meaningful conversations

27. Publisher Mindset
American Express
Challenge:
BUILD RELEVANCE THROUGH
INCREASED PUBLISHING
EFFICIENCY
Consistently create content to build brand
relevance among Prospects and
Cardmembers, while improving upon
efficiencies in content production to create a
uniform brand experience globally.
Solution:
FORMALIZED STRATEGY LEADING TO
A CONSISTENT BRAND EXPERIENCE
GLOBALLY
Established a process for planning, producing,
publishing, and analyzing content on a global scale.
This included 12 content toolkits per year, two
evergreen toolkits, learnings reports, and two
narrative themes informed by consumer insights,
built once and coordinated across 52 markets with
visuals, videos, and connected stories.
Result:
STREAMLINED PROCESSES WITH
A BOOST IN KPIs
Brand content consistently outperformed or
equaled KPI benchmarks every
month. Improved efficiencies led to a 128%
(YoY) increase in the number of markets using
Central Brand Content, a 246% (YoY) increase
in the amount of Central Brand Content used
along with considerable financial savings.

28. Stories and Experiences
Insights: VisitBritain
Challenge:
MAKE BRITAIN MORE
ACCESSIBLE
China is one of the UK’s fastest-growing
markets for inbound tourism, but Britain has
lost market share in recent years. Chinese
tourists saw Britain as emotionally and
geographically distant as well as insufficiently
welcoming. Britain needed to shift this
perception to become the most talked about
destination through earned influence, in a
market where everybody else buys it.
Solution:
CHINESE TRANSLATE BRITAIN FOR
THEMSELVES
Britain needed to find a way to speak the language of
the Chinese tourists and engage in new ways with
young and wealthy independent travellers. Social
listening highlighted the difficulty Chinese people
have pronouncing and remembering British place
names. For launch, Britain’s Ambassador to China
called on the Chinese to vote on Chinese names for
101 British points of interest. Places could be named
by visiting the attraction in person, uploading names
and photos to social media, and using the campaign
hashtag.
Result:
CREATED HIGH IMPACT IN TARGET
GROUP
More than 13,000 names came in, including Highland
Games as “strong men’s skirt party”, Stilton as
“porcelain cheese” and Savile Row as “street of the
tall, rich and handsome.” More than two million
people visited the campaign pages, 27 million
watched the launch video and more than 260 media
reported on the campaign that reached 300 million
potential Chinese tourists to Britain. Following the
campaign, visits to Britain from China spiked 20%, a
record increase.

29. Stories and Experiences
Inspiration: British Airways
Challenge:
INCREASE REVENUE ON MOST
POPULAR ROUTE
British Airways aimed to increase growth of
US business by 10% in North America. Flights
to and from the United Kingdom generated
the most revenue, but were not expected to
grow dramatically.
Solution:
TELL A TOUCHING STORY WITH
SIGNIFICANT CULTURAL RELEVANCE
Analyzing available data and over 1,400 worldwide
airline routes revealed an untapped opportunity in the
route between North America and India. To build
awareness, a short film was created, telling the story
of an expat son’s surprise visit to his mum in India
after a separation of 15 years. The touching reunion
between mother and son, made possible by British
Airways, was distributed exclusively online, and
coupled with social and search-intent data.
Result:
EXCEEDED BUSINESS
TARGETS FOR TICKET SALES
The video received over a million views on YouTube
and over 125,000 shares on Facebook. Ticket sales
from North America to India on ba.com increased by
65%. British Airways’ share of the North America to
India route increased from 5% to 38%.

30. Stories and Experiences
Innovation: Ron Brugal
Challenge:
PROMOTE NEW PRODUCT TO
TOUGH TO REACH AUDIENCE
Brugal Rum wanted to launch a new shaped
bottle, but their customers are notoriously
difficult to reach through traditional channels.
Also, Spain does not permit commercial
communication around alcohol on TV or
other conventional media. The challenge was
to find a new way to integrate content with an
alcoholic beverage while complying with all
legal restrictions.
Solution:
EXCITING EXPERIENCE, USING
SOCIAL SHARES FOR DISTRIBUTION
To build a modern, emotional and distinctive
connection, we linked Brugal to one of their
customers' most emotive touchpoints: electronic
music. We created the “Bottle Music Machine”, a
unique DJ mixing table made from 72 Brugal bottles
fitted with sensors. Creation was documented in real
time videos and the blueprints were shared on social
media.
Result:
BUZZ AND SALES
With a very low budget spent, the idea caused a
considerable stir. More than 17,300 references to the
project appeared in blogs and websites. The
documentary series registered more than 400,000
views. And, most importantly, consumers turned
Brugal into Spain’s top-selling rum in that period.

31. Challenge:
BUILD RELEVANCY THROUGH
INCREASED PUBLISHING
EFFICIENCIES
Consistently create content to build brand
relevance among Prospects and
Cardmembers while improving upon
efficiencies in content production to create a
uniform brand experience globally.
Meaningful Conversations
Precision: Philips
Challenge:
INCREASE DESIRE IN A LARGE
BUT DISPERSED MARKET
Implement micro-targeting at scale to grow
brand preference, consideration and
knowledge through a flow of relevant,
appealing content, catalysing the desire to
know more about Philips and buy products
online.
Solution:
RE-ENGAGEMENTS MOVED TO
QUALITY LEADS
Put in place a Real Time Marketing Center
that operates from Philips Headquarters in
Amsterdam. A team of seven experts supported
distribution and amplification of content across key
markets. Leveraging advanced socio-demo + passion
targeting and identification of Customer Lookalikes,
we re-engaged active prospects with additional
content and re-targeted paid advertising to site
visitors who haven’t signed-up, generating more
quality leads.
Result:
IMPROVED ENGAGEMENTS AND A
DECREASE IN COST PER LEAD
An Always-On Engagement Program identified
prospects for male grooming products and drove
them through the funnel. Campaign on Philips
shavers generated 2.3 millions views on brand
content, 126,000 shares and decreased the cost per
lead by 800%. On a separate campaign for Father's
Day, social delivered 23% lower CPL than the
average and saw a longer visit time than on any other
channels.

32. Meaningful Conversations
Bonding: Nespresso
Challenge:
INSPIRE EXISTING CLIENTS TO
BUY MORE
Increase revenue generated from existing
clients while maximizing the social ROI with a
more effective paid media strategy.
Solution:
DELIVERED EXPERIENCES BASED ON
PRODUCT PREFERENCES
Segment existing clients by product and
consumption rate with one creative designed for
each. A paid strategy micro-targeting content to
individual segments delivered a more personalized
brand experience.
Result:
INCREASED ADVOCACY AND
REPURCHASES
386% return on investment in social, with each $
invested in media generating $4.89 of sales. By
extending the email strategy to social we drove
better performance, growing loyalty of existing Club
Members through a flow of personalized content,
resulting in increased advocacy and repurchases.
Coordinating Facebook ads with email campaigns
drove 77% more reach than email-only.

33. Meaningful Conversations
Measurement: SmartCar
Challenge:
SPEED UP CAR PURCHASE
CYCLE IN CHINA
Buying a car in China is high touch and
resource intensive, with an average purchase
cycle of 204 days. SmartCar wanted to sell
more cars, quickly. To do this, we needed a
targeted social communication strategy that
reduced the cycle and changed consumer
behavior.
Solution:
REACH A TOUGH AUDIENCE IN
A NEW WAY
A high profile engagement strategy launched over
mobile instant messaging platform WeChat, to reach
China’s younger wealthy consumers. The plan
included a unique 360° view of the car’s interior and
media buys to support the first ever sale of cars via
mobile phones in China.
Result:
GENERATED SALES AND LEADS
Within a matter of weeks, 388 cars were sold. More
important, however, was overcoming the first and
hardest step of a car sale: getting potential
customers out for a test drive. Through the campaign
more than 6,700 direct connections were made to
potential SmartCar buyers in a hard-to-reach market,
many of whom expressed eagerness to take a test
drive.

34. Challenge:
BUILD RELEVANCY THROUGH
INCREASED PUBLISHING
EFFICIENCIES
Consistently create content to build brand
relevance among Prospects and
Cardmembers while improving upon
efficiencies in content production to create a
uniform brand experience globally.
Meaningful Conversations
Precision: Lexus
Challenge:
GENERATE TEST DRIVES FOR
THE NEW LEXUS CT200H
[To complete once more info is received from
Social Lab]
Solution:
APPLY A DIRECT MARKETING
APPROACH TO SOCIAL MEDIA
First, we segmented the audience based on interests,
and used Lookalike audience modelling to target
‘twins’ of those who had already expressed an
interest in Lexus. Next we tailored several messages
for each audience, and used A/B testing to optimize
content types, and ensured that we served the
highest preforming content to each respective
audience.
Result:
HIGHER TEST DRIVE RATE WITH
SOCIAL VS OTHER CHANNELS
Of the entire digital budget for this campaign, 1%
was allocated to social targeting. This 1% delivered
72% of all test drives. Facebook was the best driver
of conversion, and achieved an 88% lower cost per
test drive than other channels.

35. The consumer mindset
What is Deep Social and how do I get there?
Why Ogilvy?
Where are you now? A diagnostic
4
15
12
17

36. Sounds good, but now what?
Hmmm… I want to
understand the setting –
my social landscape and
opportunities – and create
ways to follow how it’s
working.
Business Ambition
Here we go! I’m defining
my customer’s journey. I
want to find more value in
them by understanding
their social roles.
Customer Experience
I know the players. But
what are the platforms,
content, technologies,
processes and people I
need to make them really
shine?
Social Architecture
Now I have a great plan.
I’m writing briefs. So I
need specific go-to-
market programs to
execute across partners,
teams and regions.
The Solution
Our work is in market! I
should harness my
results to drive better
performance for my
program and my
business.
Effectiveness

37. Hmmm… I want to
understand the setting –
my social landscape and
opportunities – and create
ways to follow how it’s
working.
Business Ambition
Here we go! I’m defining
my customer’s journey. I
want to find more value in
them by understanding
their social roles.
Customer Experience
I know the players. But
what are the platforms,
content, technologies,
processes and people I
need to make them really
shine?
Social Architecture
Now I have a great plan.
I’m writing briefs. So I
need specific go-to-
market programs to
execute across partners,
teams and regions.
The Solution
Our work is in market! I
should harness my
results to drive better
performance for my
program and my
business.
Effectiveness

38. The consumer mindset
What is Deep Social and How Do I Get There?
Why Ogilvy?
Where are you now? A diagnostic
4
16
28
31

39. Basic
Social media is used on a campaign and tactical
basis only.
Focus is on platform presence, not social
strategy.
Community management is uncoordinated with
enterprise customer service, sales or CRM teams
and platforms.
CREATIVELY: Emphasis is on channels with
smaller ideas that tend to be tactical, stunt-driven
or opportunistic.
Strategic
Social media integrates with the business,
but in an ad hoc manner.
Social is seen as a communication channel,
but is not always tied to business outcomes.
Social is considered in some parts of the
customer journey.
CREATIVELY: Social remains an
afterthought, with ideas wedged into social
(or social wedged into ideas).
Transformative
Social media builds brands, business and
reputation through a range of approaches, tools
and techniques.
Impact of social beyond platforms is taken into
consideration.
Social has been considered throughout every
step of the customer journey and brand
planning.
CREATIVELY: Ideas reign supreme, with
channels in service of ideas.
From Social To Deep Social

40. Thomas Crampton
Global Managing Director, Social@Ogilvy
thomas.crampton@ogilvy.com

41. Questions?
Hannah Law
Vice President, Regional
Social@Ogilvy
@HannahLaw
Thomas Crampton
Global Managing Director
Social@Ogilvy
@ThomasCrampton
Andrew Thomas
Asia Lead
Social@Ogilvy
@Tommosg