How big data and statistical teams support brands that operate as media publishers and producers

David Armano of Edelman Digital, in this post, makes a compelling argument that brands will have to create and nurture internal team structures that resemble big media companies so as to deliver compelling and meaningful marketing in the future.

In his post, Armano describes what he calls “the social-creative newsroom” and discusses how Oreo has incorporated this concept:

Oreo has done with its Daily Twist initiative, where in honor of the cookie’s 100th anniversary, agency teams get together daily to decide how to riff off of relevant, often newsworthy, subjects that, by day’s end, produce a new piece of clever, highly shareable visual content that’s sent out into the digital ecosystem.

This social-creative newsroom process that Armano describes has synergies with SCRUM software development. Indeed, the social-creative newsroom process–as embodied in the Oreo use case–is essentially a “SCRUM creative development” process.

Armano identifies three core roles of the creative newsroom: community managers, editors, and creative producers. I would suggest adding a big data and statistical (“BDS”) team to support the creative output. The BDS team is responsible for delivering the necessary daily or hourly input that the creative team needs so as to make logical, informed, and timely decisions in their daily creative SCRUM.

For example, the BDS team could provide input such as semantic analysis, characterization, and categorization of Twitter hashtags, which could aid the creative SCRUM team in responding to positive, negative, or neutral brand sentiment as it relates to a branding campaign. Similarly, the BDS team could perform spatial-temporal data analysis of social media, which could support immersive mobile experiences delivered via a native app. For example, refer to section 7.6.4 in the latter cited paper and imagine a series of rich media delivered to users via NFC on their smartphones when the user is at a particular locus (e.g., Big Ben or the Palace of Westminster). Now imagine if the rich media content was personalized based on a user’s identified interest categories (e.g., a military history buff would receive rich media content tailored to his or her interest).

The possibilities and applications of a BDS team are virtually limitless, which is why the creative-social newsroom (or nerve center) needs to drive the creative SCRUM process. The newsroom provides guidance, context, meaning, and consumer relevance to the input provided by the BDS team.

Related posts: Creating agile entrepreneurial teams promotes creativity and innovation , Creating a culture of creativity and innovation

Photo credit: aussiegall

 

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