Mediaboss Marketing

Leader in social media analytics helps the Toronto Wolfpack RLFC, Canada's first Professional Rugby team and the world's first transatlantic professional sports team, conquer unique marketing challenges by leveraging Rival IQ's social media analytics and insights.

Seattle, Washington (PRWEB) March 03, 2017

Rival IQ the leader in social marketing analytics and insights, today announced that the Toronto Wolfpack, Canada's first professional Rugby League team, is using Rival IQ to overcome the unique marketing challenges of the world's first transatlantic professional sports team. The Wolfpack, an English Football Rugby League (RFL) team, will use Rival IQ to measure their social media performance against other League 1 teams, local Toronto sporting teams, football clubs in elite tiers, and the Rugby Football Union (RFU) divisions in an effort to capture multiple fan bases.

"The Toronto Wolfpack is dedicated to progressing through the ranks of the English Football Rugby League (RFL) from a League 1 team to the Super League over the course of the next five years." said Eric Perez, CEO of Toronto Wolfpack. "In order to get there, we need to understand the content and social activity that our local fans and high-level rugby fans find engaging. Rival IQ's competitive focus allows us to measure ourselves to the competition giving us the ability to up our game."

Social media has become a core tool for the sports industry in branding, generating awareness, and educating fans. It's a powerful channel that drives news, conversation and the way fans interact with their favorite teams, players, and fellow fans. According to Nielsen, "Sports events comprised 12 of the Top 20 Most-Tweeted-About TV broadcasts during the year. This high level of engagement around sports events is significant as teams, programmers and advertisers look to reach and amplify messaging to audiences across screens."

"We're delighted to help the Toronto Wolfpack grow and optimize their social marketing across globally distinct markets." said John Gallagher, vice president of marketing at Rival IQ. "Social media is a powerful distribution channel that shapes the way sports fans interact with their teams, players and other fans. We expect the Wolfpack to experience the same success as our other professional sports customers as they turn social media into an indispensable source for receiving team news and engaging in conversation."

Coming off a victory over Siddal in the third round of the Challenge Cup on February 25, the Toronto Wolfpack will kick off the League 1 season this Saturday, March 4th at 3:00 PM GMT at the New River Stadium against London Skolars.

Rival IQ delivers digital marketing analytics with a competitive and comparative context. Their goal is to equip marketers with a toolkit to set a winning social media strategy that increases revenue and achieves their marketing goals. By uncovering new opportunities, identifying trends, and tracking results across all the key social channels and on the web, Rival IQ allows marketers to have informative data to make better business decisions. Insights revealed in these reports help marketers set tangible benchmarks, make data-driven marketing decisions, improve results and better understand competitors.

Contact: Danica Benson Rival IQ media(at)rivaliq(dot)com

About Rival IQ

Rival IQ helps digital marketers make more informed content decisions, better understand their audiences and improve their social media engagement using Rival IQ's clear analytics and competitive intelligence insights. For more information, visit http://www.rivaliq.com, call +1.206.395.8572, or follow us on Twitter, LinkedIn, and Facebook.

About Toronto Wolfpack

The Toronto Wolfpack is a professional Rugby League team dedicated to progressing through the English Rugby Football League's (RFL) ranks, from League 1 to the Super League. We are Canada's first professional Rugby team, and the world's first transatlantic professional sports team.

Learn more at http://www.torontowolfpack.com

Facebook: http://www.facebook.com/TorontoWolfpack Twitter: http://www.twitter.com/TOwolfpack Instagram: http://www.instagram.com/torontowolfpackofficial

For the original version on PRWeb visit: http://www.prweb.com/releases/2017/03/prweb14118844.htm

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Rival IQ Empowers the World's First Professional Transatlantic Sports Team, the Toronto Wolfpack, to Tackle Social ... - Benzinga

Media and Marketing Industry Veteran Michael Ginn Named President of Sales for Hispanicize Media Group

MIAMI, March 03, 2017 -- Media and marketing industry veteran Michael Ginn has been named President of Sales for Hispanicize Media Group (HMG), the parent company of the Hispanicize events, DiMe Media, Hispanic Kitchen and the Hispanic PR Blog.

Ginn will be based out of HMGs New York office. He will be responsible for sales team leadership, business development strategy and driving revenue for the company.

HMG is scaling exponentially with a growing portfolio of digital and experiential online and social marketing properties and services. Were very excited to welcome Michael to our team, he has a proven track record in the media, advertising and technology industries for more than 25 years. With him, HMG will strongly be positioned to offer clients greater value, solutions and innovative ideas, said Manny Ruiz, Chief Executive Officer of Hispanicize Media Group, LLC.

Michael joins HMG from SignOn Media, LLC, a data, technology and media company where he was CEO. Prior to SignOn, Michael has held senior management and C-suite positions at Turner Broadcasting, MediaLink and his own advisory firm.

Michael has been a leader in driving multicultural and total market marketing efforts on behalf of media owners, brands and advertising agencies. He has often been called upon to provide his insights, expertise and operational experience in situations of change, identifying new opportunities and paths forward.

Michael is a graduate of Kent State University and resides in the New York metro area.

About Hispanicize Media Group Hispanicize Media Group, LLC (HMG) works with leading brands and advertisers to navigate the rapidly evolving, trillion dollar U.S. Hispanic market by offering branded media opportunities, brand integrations, digital marketing campaigns and social influencer management through its on and offline platforms that include the annual Hispanicize event and DiMe Media.

HMG's award-winning management team is credited with pioneering the U.S. Hispanic social media industry and creating culturally resonating and engaging content for today's Latino consumers. HMG is headquartered in Miami with offices in New York, Los Angeles and Atlanta.

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Media and Marketing Industry Veteran Michael Ginn Named President of Sales for Hispanicize Media Group - EconoTimes

The world of social media moves like lightning. With billions of users across numerous social networks, ideas can make the leap from one persons mind to an international state in a matter of minutes, which is exactly what marketers at the worlds largest tech companies are constantly trying to do. Learn how they do it in theSilicon Valley Social Media Marketing Course and Certification package, now just $29 from TNW Deals.

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Added 3 hours ago by Rob McKinlay ,

PRWeek's series on social media managers profiles those lucky folk on the comms front line for some of Britain's biggest brands and organisations. Next up, Paddy Power...

It's fair to say Paddy Power takes an original approach to PR and marketing.If there was one brand that Twitter suited best with its boundless opportunities for promotion to, and interaction with, the public the Irish betting behemoth would surely be it.

For that reason, it would have been a crime to leave Paddy Power out of our Confessions of a social media manager series:

Name: Martin Hynes

Job title: Social media support team leader

The role requires the management of a team of 12 fantastic people that deal with traditional customer support (CS) contacts (phone, live chat, email), as well as social media, predominately through @AskPaddyPower on Twitter.

The first objective is to make sure the team have the information available and feel empowered to deal with the daily customer contact we face. In a fast-paced environment in which new products, promotions and markets are added frequently, we need run different internal programmes to maintain strong product knowledge. This enables us to take a more proactive approach regarding potential contact drivers, for example a 'heads up' tweet. Our customers are smart, theyll regularly search for an update first and if we can make life that bit easier, thats what its all about. For example:

I also feed back customer contact trends and suggestions to stakeholders. If it impacts the customer, the business wants to hear about it and will look to resolve it.

Twitter, Facebook and to a lesser extent Instagram.

Although the brand has a very strong and engaging presence on Facebook, the vast majority of this engagement will not be related to customer contact queries. The social marketing team are working wonders on Instagram also, so as engagement and follower count increases, we are monitoring this for customer-related queries and can respond to those if necessary.

Twitter is the best and busiest channel for CS. The customer base/following is very reactive to goings-on in the world of sport and entertainment, as it acts as a real-time news feed and caters for the curious and speculative punter. The @PaddyPower account is on top of any news story; if there are requests on the back of this we monitor the contacts so were on hand to jump in from @AskPaddyPower to answer those type of contacts.

What we focus on is providing quick, concise, informative and personalised responses. We look to stay on brand and remain the punters pal, and enhance the customers experience rather than being seen as a traditional complaints avenue.

One common security issue is where a customer provides usernames and other personal details in the public domain when querying a particular issue. Well look to get them to delete them, provide a quick link to get us via direct message and get the issue sorted from there.

Ive asked the guys on the team to answer this, but they cant actually put it into words... I jest. I think its the simple things: set the expectations from the start; were the customer's friend and lets act accordingly.I look to cultivate the 'customer first' culture, and social is a big part of this.

I also constantly look for feedback from the team and implement those suggestions; this in itself creates a strong team culture and helps increase collaboration across multiple teams.

I cant nail a particular one down, but the most satisfaction I get is when a customer has reacted positively to an interaction with us. Our first port of call is to action the customers request or provide the answer, but we should always be making this experience as positive as possible. The guys on the team have the licence to make of that what they will (within reason) and its a job well done if weve achieved both objectives. For example:

Thankfully nothing too outrageous - which is not what you want to hear - but we often get flak for what the @PaddyPower account has posted. When we remarked on Cristiano Ronaldo's, lets say, 'softer' side before Euro 2016 and Portugal went on to win it, the Portuguese public werent afraid to publicly (and privately) give us a piece of their mind. I cant be 100 per cent sure what they were saying, but it definitely wasnt a technical issue.

On occasion it is possible to tweet the wrong account. Not this wrong though, surely:

All it takes is a little murmuring in the press and the price requests will follow. Within the CS social team it takes a bit to surprise us in terms of price requests but after almost confirming with a customer we couldnt offer a price on the size of Donald Trumps manhood, another customer joined the conversation (with a link to the site) advising it was already available to back: four inches or less at 50/1. Sometimes the work will be done for us.

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Confessions of a social media manager: Paddy Power on acting as a news feed, Oasis, and Donald Trump's manhood - PRWeek

There once was a time when marketers could command every consumers attention, ask, Wheres the beef? and make their brand a national phenomenon.

That was back when video marketing was a relatively straightforward undertaking. All brands needed to do was create a few television commercials, book airtime on a dozen or so networks and voila, the entire country was exposed to its content. There were no skip buttons or fast-forward features; every consumer was forced to watch every ad for every product.

Unless youve been living off the grid for the past decade, its pretty apparent that the video marketing game is now much more complex. Cable and satellite television packages exploded to offer thousands of niche channels; digital-video recorders emerged to allow viewers to skip ads; and one-quarter of American householdsarent subscribed to any form of television.

Simply put, single-channel/commercial video marketing campaigns are dead, as your audience has not only migrated online, but has also become accustomed to parking its attention on its favorite platform, social media or website.

There will be a place for television in the future, and the water-cooler effect is a powerful phenomenon. However, in order to develop a direct line of communication with your audience, you need to know where it is and what its interested in and develop marketing content thats relative to those interests.

Plenty of brands have taken notice of this shift, but not nearly enough are adjusting their video marketing strategies accordingly. Theyre still creating the same type of content people ran away from on television, so it shouldnt be surprising that 90 percent of consumers consistently skip the video ads they see online.

On social media, consumers are living in an on-demand world. With just one click, they can skip, close or scroll away from any video advertisement that doesnt immediately appear to be relevant to their interests. Beyond that, no two social media sites are the same. Each features a specific demographic of users who are expecting to have a specific type of experience.

In such a climate, its essential to take a fractionalized approach to video marketing. Rather than using their whole budget to create one or two ads that try to appeal to a mass audience, brands can improve their return on investment by using that same budget to craft many smaller pieces of content that are geared toward niche audiences across a variety of social channels.

This does take more time and creative elbow grease than the traditional way of doing things, but its what the online era demandsand its not as difficult as it may sound.

Develop your big idea: Even with fractionalized content, the first step of a video campaign is the same as its always beenidentifying your core offering and your core audience. This will reveal your big idea and provide the guide to your fractionalization.

Its quite obvious that a razor brands core offering is razors and its core audience consists of people who want to have a great shave. In order to achieve its main objective of demonstrating that its razor line is of superior quality and to motivate men to care more about shaving, it developed the big idea of Shave Matters. This hypothetical big idea highlights the fact that men should care more about shaving, and this razor company has products that matter most for men of all ages, races and stages of shaving.

There are many different types of shavers in the world who all have different desires, and theyre all frequenting different social channels. This is where fractionalization comes into play.

Identify your specific subsets: Lets take a closer look at the various types of people (or subsets) who fall into our imaginary razor brands core audience of men: frequent shavers, infrequent shavers, an array of age and income demographicsthe list can go on and on. Especially on social media, it would be impossible for any brand to engage all of these unique potential customers in one 30-second ad.

By taking a fractionalized approach, brands choose to produce multiple ads that each broadcast a specific message that speaks directly to a subset. The ads match the look and feel of whichever social media platforms they are published on, thus ensuring that they effectively grab consumers attention.

Alter your content for each platform: Continuing with the razor company example, lets pretend it wants to build awareness around three particular products: a cheap disposable razor that comes in several fun colors, an expensive everyday razor for men and a brand-new single-edged razor for experienced shavers.

Each product warrants a series of videos that showcases the brands big idea (Shave Matters) in a way that directly resonates with specific subsets on social media.

For example, knowing that colorful disposable razors are likely to appeal to younger consumers, the brand could hire a millennial spokesperson for a series of Instagram and Snapchat ads that promote the product through copy that highlights the fact that even though you may not be shaving very frequently, your shave still matters if you want to get the girl, get the job, get the promotion.

By using verbiage and selling points that only other millennial shavers would care about, these particular videos must take into account the fact that young people have incredibly short attention spans. The average Snapchat ad is viewed for less than three seconds, and because these ads dont play until users click on them, each one must immediately feature eye-grabbing visuals and text that cause consumers to stop and watch.

The same logic and approach should apply to the other two products. Older men, for example, are more likely to use a more expensive everyday razor. Therefore, the brand should hire a silver-haired gentleman for that products series of videos. He should speak in terms that resonate with other grizzled shavers, and these ads should be posted on social media sites that possess high populations of this subset. Facebook would qualifyas one such platform.

Lastly, the single-edged razor would be best marketed toward more adventurous shavers, such as hipsters who are looking to carve snazzy, sharp lines into their facial hair. The spokesperson hired to promote this product should fit the bill, the social media outlets that broadcast this ad should be full of people just like him and the key copy and story of the commercials will still highlight the big idea that Shave Matters.

Marketers are gradually learning that the most effective video content on social media is fractionalized and tailored to specific audiences. Understanding your demographic is just one piece of the puzzle, though; truly effective ads also stand out within each respective social media ecosystem.

Determine your big idea, identify your subsets and create unique content that speaks directly to a specific social media audience.

Chris Carter is chief marketing officer of REP Interactive, which is focused on helping brands take a holistic approach to their video initiatives.

Image courtesy of Yuri_Arcurs/iStock.

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Fractionalized Content: The New Keys to Video Marketing on Social Media - Adweek