A digital-marketing plan shouldn't be designed on its own and simply tacked on to the overall marketing and sales strategy; digital and traditional media planning should be fully integrated to reflect the integrated, multichannel nature of the consumer decision journey” (Exhibit 1). Integration requires strong signaling from management teams—bold, visible moves that highlight digital marketing and sales as priorities for the organization. One such move might be to set ambitious spending targets. One CPG company has set its digital-spending target at 10 percent of the overall marketing and sales budget—well above its actual spending of approximately 2.5 percent. CPG companies can also pilot high-profile digital campaigns. In 2010, Pepsi opted not to air TV commercials during the Super Bowl, investing instead in an all-digital corporate-social-responsibility campaign called Pepsi Refresh. While the campaign did little to boost sales, it sent a strong signal to Pepsi's marketing and sales teams about the importance of digital activities. The Secrets Of Closing The Sale Review
Organizational readiness. Social-media activities can be managed by a centralized group (which limits the need for coordination and helps keep tighter control of messaging) or through decentralized teams. If companies opt for the latter model, teams must have clear guidelines and well-defined decision-making and escalation processes. Organizational readiness can sometimes be about responding to crises, but it can also help capture unexpected opportunities. When the lights went out during the 2013 Super Bowl, cookie manufacturer Oreo, which had set up a command center to respond to social-media buzz in real time, sent out its now-famous You can still dunk in the dark” tweet. The instant ad got more than 15,000 retweets and 20,000 Facebook likes” in a matter of hours, and Oreo's Instagram following ballooned from 2,000 to 36,000.
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