Wave Uber’s new Spotlight or send canned chats to find your driver

Tech Crunch 16 Jul 2018 02:00 Uber is aiming to perfect the art of the pick-up with three features it says minimize cancellations. Guaranteed pickup windows boost confidence that you’ll make your flight, and give you a credit of up to $10 if your scheduled ride is late. Pre-written messages let drivers and riders let each other know they’ll “Be right there” or “I’ve arrived” with a single tap. And most flashily, three years after I suggested Uber let you hold up a colored screen so your driver could find you amidst a crowd of hailers, it’s introducing Spotlight. Each driver gets assigned a semi-unique color gradient to look for. Hit the Spotlight button, that color takes over your screen, and you can wave it to help your driver locate you.  These optimizations show the depths Uber is willing to go to shave seconds off of pickups. That can reduce unpaid waiting time for drivers while boosting the number of rides they complete per hour for the startup. And the peace of mind that they’ll be able to hop in right when they’re ready could lure riders away from competitors as Uber dukes it out across the globe. The updates are rolling out on iOS and Android in the US and Canada today. “Human-to-human interaction is hard. Driver initiated cancellations after the driver has arrived at the pickup point are particularly stressful” Uber sr. product manager for rider experience Ryan Yu tells me. But in tests of the new quick messages features, “We found cancellations on both sides reduced significantly, especially for drivers after they’ve arrived.”    We can only hope this level of attention to detail will be applied to optimizing its internal company culture — a hope shaken by this month’s resignation of Uber’s head of HR Liane Hornsey after a probe into how she handled racial discrimination at the company, and the NYT’s report of insensitivity complaints about COO Barney Harford. Uber has been steadily adding little improvements to the pickup process over the years. Here’s a quick, abridged list: Incentivizing drivers to wait instead of cancelling by starting the meter after waiting at the pickup spot for more than 2 minutes. Live location sharing so riders can optionally let drivers see where they are as they seek the vehicle Suggested pickup spots nearby where drivers can safely pull over, and avoid them looping around one way streets Sequential pickups so you’re assigned the nearest driver, even if they’re still finishing their previous ride Pick up location changing so you can choose a different spot nearby if you got the address wrong or are on the other side of the building There are three upgrades in particular that serve as the foundation for today’s updates. In-app chat between riders and drivers makes it so you don’t have to use SMS. Uber could only anonymize your number in some markets, creating privacy concerns, and SMS could be cost prohibitive in some parts of the world. Uber messaging launched in mid-2017, and could be read aloud to the driver and replied to with a thumbs-up emoji to reduce the chance of distracted driving. Lyft still uses SMS for comparison. Now both users and drivers will see the most common messages pre-written and sendable with the touch of a button so they don’t have to type. “Drivers noted that they were more reassured when their rider actually sent them a message” said Yu, which can keep them from cancelling if the rider needs a little more time to get to the pick up spot. I asked if automatic translation would be available here, so if driver in Brazil sent an American user “eu cheguei”, it’d show up as “I have arrived”. Yu told me “Translations are on the roadmap. We’re figuring out how to best pair them alongside voice.” Uber added scheduled rides in mid-2016 shortly after Lyft did the same. You can plan a ride up to 30 days in advance, but you’re still subject to surge pricing in the moment. At least now you’ll get $10 credit if the driver is late. But unfortunately, the pickup window Uber showed me in the demo was 15 minutes, though Yu said it may very be region. I sometimes only make my flights by 10 minutes, and since my pickup ETA in San Francisco is typically only 3 to 5 minutes, I’m probably better off just booking the ride when I’m ready. Uber’s Beacon and Lyft’s Amp are color-coded dashboard lights that help riders find their driver Back in 2015, I suggested that “Uber could offer some signal on the driver or passenger’s phone to help them find each other”. A week later it announced it would start testing Spot, which let users pick a color that would light up on an LED bar installed on driver’s windshields. In November 2016, Lyft launched its Amp dashboard light that assigned a random color riders could look out for. A month later, Uber’s Spot had evolved into the dashboard Beacon light that lets users pick the color and is now available in 14 cities. Today’s update gives riders a light too, which is great if you’re one of dozens of people waiting outside a concert or sports game trying to find their Uber. Hit the Spotlight button, and you’ll get instructions to wave your colored screen in the air. Drivers are permanently assigned a color that stays constant across trips so they can train themselves to look out for it. “Spotlight is meant to supplement beacon. Not all drivers will have a bacon, and we want to pass that to two-way communication” says Yu. But since the Beacon dashboard lights are always visible, Uber says that if a driver has one, users won’t see the Spotlight option and will instead just be able to choose the Beacon’s color. Together, these features should eliminate most pickup problems. We’ll see if Uber’s competitors and international partners like Didi adopt them too. After retreating from markets like China in exchange for a percentage of ownership of the local leader, there’s more pressure on Uber to squash its homeland competitor Lyft, which has been gaining market share. Yet neither has offered an oft-requested feature some users would even be willing to pay an extra dollar for: a ‘quiet ride’ where the driver doesn’t make small talk.

Surge of the “Times”, on both sides of the Atlantic (and how)

What's New in Publishing 16 Jul 2018 01:21 Earlier this month, News UK announced a major subscription milestone with The Times and The Sunday Times reaching 500,000 subscribers at the end of June 2018. Digital subscribers overtook print subscribers for the first time, with digital-only subscriptions up 20% YoY to 255,000, in the most successful year since the digital subscription model was launched in 2010. On the other side of the Atlantic, the New York Times made more than $1 billion in overall subscription revenue last year, with a total of more than 2.6 million digital-only subscriptions. At a time when a lot of media companies are struggling, the NY Times actually saw its circulation surge. The company added 139,000 digital-only subscribers in the first quarter of 2018, a 25.5% increase from the same period a year ago, helping to fuel total revenue growth. Subscription revenue now accounts for 60% of the company’s total revenue. In fact, the NYT digital paywall business is growing as fast as Facebook, and faster than Google. Lessons for publishers What’s behind this unprecedented growth on both sides of the pond, and what lessons can publishers learn? The Times and The Sunday Times The Times (UK) has grown its registered-content subscribers—where readers share their email address to access a limited number of articles every week—to 3.75 million since it was introduced in 2017. The challenge is to convert this segment, keep the audience acquisition up on a consistent basis, while maintaining a low rate of churn. This is achieved by understanding how these readers react differently to subscription offers (through messaging and distribution) and offering them relevant content at the right time. “We were confident that by getting people sampling our content we’d identify new subscribers,” said Chris Duncan, managing director of The Times and The Sunday Times. “This milestone is part of our broader growth plans, it’s only just the beginning.” This strategy is definitely reaping dividends for the publisher. The Times’ cost for acquiring new customers is lower than it has been in five years, according to Duncan. “We’re constantly learning what our conversion targets could be, it’s something we’re constantly looking to improve and it’s gradually ticking up,” he said. In addition to focusing on the analytics, streamlining the user experience and the website design also helped to boost subscriber count. “What’s worked really well for The Times in the last 12 months is that it’s taken a holistic approach,” said Greg Harwood, director at strategy and marketing consultant Simon-Kucher & Partners. “It’s improved the user experience and the aesthetics of the site, which drives conversion, and — in parallel — it’s changed the commercial strategy, the pricing and the introductory offers.” The New York Times One of NY Times’ growth strategies is built around their newsletters. The New York Times has 55 email newsletters, which go out to more than 14 million subscribers. The editorial emails go out to subscribers at least weekly, along with some marketing-focused newsletters, which are released less frequently. “We’re in a very busy news period, and the amount of journalism that we produce every day can be pretty daunting, even for someone who gets paid to synthesize it,” said Chris Stanford, a “news concierge” who sends the U.S. Morning Briefing, one of The New York Times’s most popular newsletters, to 1.6 million subscribers. “I think readers appreciate having someone else do a lot of the work in sorting out what’s important and highlighting what in The Times they should spend their (limited) time on.” According to the New York Times, this range of  newsletters “strike topics including the day’s biggest news, commentary on social issues, cooking and much more. Newsletters can be a way to streamline news coverage and separate what’s consequential from what’s trending.” A reader’s inbox is valuable real estate, said Elisabeth Goodridge, editorial director of newsletters at The Times. It’s a place where The Times can have a one-to-one relationship with the readers, “and we respect that.” The “secret sauce” to good newsletters, she says, is this: Know your audience, have an expert write it, design it beautifully, maintain it with best practices in mind, and, perhaps most important, “offer something valuable that you can’t get anywhere else.” Most important, offer something valuable that you can’t get anywhere else. That in essence, sums up the core of the strategies both the “Times” across the pond are executing, be it through content sampling or email newsletters. As their growth stories prove, there is no alternative to providing valuable content. After all is said and done, it’s back to the basics. It’s only on strong foundations that a publisher can build a story of growth. Related posts

Transparency, digital transformation, luxury purchases: 5 killer stats to start your week

Marketing Week 16 Jul 2018 01:12 1. Majority of UK consumers want transparency from retailers about AI Most UK consumers (80%) want transparency from retailers about the use of AI and are less willing to give retailers their personal data compared to their European counterparts. For instance, 32% of UK customers are unwilling to hand over more data to retailers, compared with 31% in France and 25% in Germany. Such privacy fears could be based on a lack of understanding, as only 25% of UK consumers say they’re familiar with AI, compared to 37% in France and 67% in Germany. More than a third (38%) of UK consumers would be willing to share more data if it was collected anonymously. The five technologies given the highest “creepy” rating in the UK are emotion detection technology (58%), facial recognition technology (57%), technologies that let retailers see when people have just been paid (56%), voice assistants (56%) and targeted ads on mobile devices (46%). Source: Rich Relevance 2. Annual door drop spend remains stable despite industry uncertainty Between 2013 and 2017 the annual door drop net spend by UK businesses remained stable totalling £263m in 2017, compared to £260m in 2013 despite political uncertainty and legislative changes caused by GDPR and Brexit. However, annual volumes of direct mail fell considerably during the same period from 6.6 billion in 2013, to 5.7 billion in 2017. And in the past 12 months alone the total weight of door drop material declined by 3650 tonnes. Meanwhile for every 100 unaddressed door drops received, 10 are passed on and shared, and each piece is revisited three times. On average, 51% of all mail is read immediately, whether addressed or not, with a further 19% eventually followed up on. Source: DMA and JICMail 3. UK’s affluent households purchase more luxury items despite economic confidence falling Despite the fact economic confidence has fallen, the UK’s affluent households (earning £100,000 or more per year) have increased their purchasing of luxury items. Research shows the number of people buying luxury items has grown 13 percentage points from 56% in 2017 to 69% this year, with 39% of affluent households in the UK saying that “once you experience luxury, it’s hard to scale back”. However, just 13% of affluent UK households are confident in the global economy, a decline of three percentage points on 2017. Of those surveyed, the fear factor that has particularly increased in the past year is the security of their retirement assets. Currently, 26% of the UK’s wealthiest households are concerned about this, up from 22% a year ago. Source: YouGov 4. Less than a quarter of companies report being GDPR compliant post deadline Only 20% of companies (21% in the UK) surveyed believe they are GDPR compliant, while 53% say they’re in the ‘implementation phase’ and 27% haven’t even started. EU companies (excluding the UK) are further along with 27% claiming they’re compliant, compared to just 12% in the US and 21% in the UK. Overall, while many companies have significant work to do, 74% expect to be compliant by the end of 2018 and 93% by the end of 2019. Since August 2017, the number of companies who say their GDPR implementation is under way or completed climbed from 37% to 73% in the UK. While 80% of companies plan to increase their spending on GDPR technology and tools to maintain compliance. Source: TrustArc 5. Many digital transformations fail because companies aren’t focusing on culture Just 17% of companies which neglect workplace culture in their digital transformation efforts improve performance, while 90% of companies that prioritise culture thrive. And almost 80% of the companies that focus on culture have been able to sustain strong or breakthrough performance. The key elements of digital culture include: encouraging employees to engage with customers and partners, promoting delegation over control in the workplace, encouraging boldness over caution, focusing on action rather than on detailed planning and fostering collaboration over individual work. Source: The Boston Consulting Group

Back to school: a lesson in brand relations

The Drum 16 Jul 2018 12:10 By Daniel Todaro-16 July 2018 12:10pmThe marketing sector can be a complicated place as new marketing tools and techniques are launched, almost on a weekly basis. Powered by The Drum Network, this regular column invites The Drum Network's members to demystify the marketing trade and offer expert insight and opinion on what is happening in the marketing industry today that can help your business tomorrow. Back to school in my youth was always met with a heavy sigh when my parents calculated the uniform costs and I wanted the latest pencils and rubbers. These days, trends have changed. Thanks to the competition among discount supermarkets like Aldi, Lidl and Asda we’ve seen uniform costs and stationary prices plummet, giving consumers a far greater choice at more reasonable prices often using ‘event’ advertising campaigns increasing footfall into store and bolstering revenues in other areas of their business.There’s one category that’s changed everything as it becomes a staple of the ‘Back to School’ event, particularly in higher education: consumer electronics - to be precise computing - adding a whole new layer of cost parents must budget for. While retailers should consider an all-year-round back-to-education strategy, back to school begins to increase in prominence from August, especially in the technology category. The value of the back-to-school market in the UK is estimated to be worth around £1.45bn and while uniforms and stationery will make up a large proportion of this market, the increasing requirement for technology in the classroom means that edu-tech continues to be a growth opportunity for retailers.Every school, college and university around the UK differs, but they all require some level of ‘technology’ input and expense from parents. As government budgets for school funding continue to decrease, this need will only get bigger and more expensive. It’s a costly exercise and therefore something no parent or student wants to get wrong. A bring your own device (BYOD) policy is becoming common place and enables the market to grow to support this with the right advertising, marketing and in-store execution. As a considered purchase - and for many their first computer that they don't have to share - the need to try before you buy is important. It's a seminal moment for most teens. The look, the feel, the height and size are vitally important to most, especially in our streaming culture where the device is both for work and play.Not everyone is tech literate and understands what product is best for their child and, yes, some schools have preferred suppliers, but often parents are sent out into the big wide world to get a lap top or a PC and the choice is overwhelming and confusing. This often leads to a whole host of questions: what hardware and platform do I opt for? What software will I need to buy? What about security? Is it going to be out of date before the end of the school year? Is it robust enough? Am I spending more than is necessary?For teenagers going to University this is a chance to upgrade their old 'shared' kit and start fresh with new equipment that has the functionality to assist them in delivering their course and honing their tech skills ready for the workplace. This is a great opportunity for brick and mortar retailers to position themselves as the advisor – the place to go when you’re inundated with choice, don’t know what to buy or where to go to experience the products to touch and feel and work out if they’re right for you.The ability to choose from a range in an environment geared towards making this decision is crucial for university and tertiary education students; different courses will require the technology to have specific functionality. Retailers need to be inquisitive and understand the student’s lifestyle to match the product to their needs. Technology purchases are not just about the one product these days, they are multi-functional lifestyle solutions, so in-store staff have to be trained to ask the most pertinent questions: What will you study? Is design (weight and size) a primary consideration? How do you consume media and home entertainment? What’s the budget? Amazon will be a key back-to-school destination - especially for the 30% of Brits that now have Prime membership - but this is something Amazon and other online retailers can never do as effectively when a personal approach to a considered purchase is needed by a brand and retailer.Never underestimate the first consumer interaction with your brand - an emotional connection that shouldn’t be undervalued. Not only is it a great opportunity for a brand to bring a new customer into their portfolio and up-sell them through their product ecosystem as their needs and lifestyle changes; it is also the chance to create an advocate and customer for life. Brands invest heavily in extra activity around back-to-education including Fresher’s Fairs and NUS affiliated marketing. Paying attention to planning and implementing in-store strategies within retail is an essential part of any back-to-education marketing strategy.Daniel Todaro is managing director at GekkoGekko is a full service field marketing agency, specialised in connecting brands with consumers in retail throughout the UK and Ireland. Gekko are experts in delivering, results-driven BTL solutions f...Find out more

Here's How to Earn and Keep the Loyalty of Your Customers

Entrepeneur 16 Jul 2018 12:00 Your business survives or thrives based on what you do with your marketing strategy. You see marketing every day when you log onto social media, look through email or consume content. This marketing, and your marketing, is essentially entrepreneurs asking for trust. Before someone invests their time and money there has to be some level of established trust. It can take years to build the kind of trust that creates loyal customers who are also evangelists for your business and what you do. These types of customers bring in more business through word of mouth marketing. While you’ve worked hard to get to that level of trust, it can be lost in minutes. And, it’s very hard to build back trust once it’s lost. There is a way to build a business that’s full of loyal customers who know, like and trust you. There are four ways to build and keep the kind of trust that leads to explosive growth in your business. Use these to create lifelong customers. Use real scarcity. Stay away from “adjustable” deadlines. Businesses have promotions that run on deadlines and during certain times each year. You open the cart and give your customers a chance to buy during a specified period of time. One tactic that’s used to help customers understand why they should consider buying now is “scarcity” marketing. The best days of a promotion tend to be the last day and moments of the sale. When you can show your customers this will be the last time to get a particular offer or price, it helps them to make a decision either way. There’s an ethical and smart way to do this, and then there’s the other way that we’ve seen far too often. Don’t use false scarcity. If you announce dates and prices during a certain time, honor what you said. Don’t let customers slide in after the deadline or make secret deals just to get a few more sales. Be firm and you’ll keep trust. It creates loyal customers because they can trust your word. It also helps your customers understand the importance of making a buying decision every time you offer promotions. Don’t charge for what you should be offering for free. One of the best ways to build trust and attract customers is through content. You produce blogs, videos, podcasts, newsletters and live training (in-person or online). You put a lot of effort into your free content because you understand that it’s an excellent way to generate leads and demonstrate your expertise. Whatever effort you put into creating free content and your marketing should be double for what you’re selling. The premium products and services your customers pay for should be mind-blowing. If it’s not, you shouldn’t be charging for it. One way to lose trust quickly is for a customer to feel disappointed after seeing what they purchased. It takes more work to get a customer but once you have them, it’s easier to get repeat business. You can expect that extra business when what the customer paid for is spectacular. Put in the time. Put in more time. Create amazing products and services. Go over and beyond to make sure what you sell is practical and will give your customer a tangible result. Don’t lose customer trust by marketing what you know is not your best work. Think before you post.  It’s not uncommon to ride the emotional roller coaster of entrepreneurship. When you get a win, you feel like climbing a mountain. When you’re going through a low, you want to sell your business and be done with the nightmare. In either case, be aware of what you post publicly. Social media is at our fingertips. In those moments, it’s easy to get carried away.  You can post things you’ll regret later. Promising too much because you’re excited, or posting negatively because you’re down. Don’t do it. What you post in seconds can have an effect on your business for years. You can lose trust, customers, and potential customers. Think before you post no matter what your state is. Focus on real results for clients, not the next sale. Our natural inclination is to focus on making more. We want the next sale, the next promotion, the next customer. It’s exciting to see the checkout cart ringing and to get those payment notifications on our phones. Many entrepreneurs get lost in chasing the next sale. They focus on what’s coming instead of delivering for their clients. If you want to create raving fans and loyal customers for life, focus on getting results for those that invest with you. The next sale will come when potential customers see the real results your clients get. You build more trust when someone else is talking about what you helped them do versus you talking about what you did. Building a business that gives you freedom and financial security happens when you step up and build trust through the consistent work you put in. Don’t lose trust over circumstances that are within your control. You can and will build loyal customers who bring in more business when you are real and live up to your hype. And you can.

The value of SEO in publishing

What's New in Publishing 16 Jul 2018 11:46 Search engine optimisation has increasingly been left behind by publishers in recent years, in favour of more glamorous social strategies. But as Sara Wilkins, digital editor of ALT.dk at Egmont Publishing explains, there’s still value in SEO.  Speaking at the FIPP Digital Innovators Summit (DIS) earlier this year, Sarah Wilkins, digital editor of ALT.dk at Egmont Publishing, highlighted the value of placing a solid SEO strategy at the core of publishing. Often neglected by brands chasing the quick wins believed to be offered by social, the effectiveness of search engine optimisation has to a large extent been forgotten in more recent years. But making friends with Google can have its benefits, and especially for an industry that makes its money through the publication of content on its own pages, it pays to have a solid site. “We have merged eight different websites into one, because we had eight strong women’s magazines, but each of their websites weren’t going particularly well,” said Wilkins. “And our slogan at Egmont Publishing, which owns AlT.dk, is that we bring stories to life. We didn’t really feel back then like our stories had a particularly long digital life. So we saw the potential of merging these eight sites into one, partly because of SEO value: we would have bigger muscles, people would be able to find us more easily on Google.” “Also, we saw the potential in being able to target audiences more precisely by just having a bigger site basically, being able to cross-post our content on our eight different magazines/Facebook pages more easily. So there were many pros, and on top of that we believed that the fact that our print brands are so strong would provide a sort of quality stamp of approval online. Because we have eight strong brands, so we believed that merging them would be a success.” In addition to enhanced Google rankings, solid SEO can also offer success in more pragmatic terms. By focussing on a single site with a single joined-up audience strategy, ALT.dk has been able to significantly streamline Egmont’s publishing process. “Each brand had its own website, own web editor, own team of journalists, and they were sort of competing with each other’s content. Because many of the articles were dealing with the same subject, or had the same headline, and that’s never a good thing competing internally. So we decided, let’s merge, and make sure that we have one strong version of the story instead of many weaker ones. And within that SEO optimising is a huge part of what we do day-to-day right now. As well as produce original ALT.dk content.” We asked Sarah if the company’s historic recipe database had been leveraged to add SEO impact to the publication. Offering content that is literally being typed in by consumers during organic search is of course a great way to tailor a brand’s product offering to the specific wants and needs of potential audiences. “Exactly. Our recipe database is huge. We have 12,000 recipes right now, which is big for us, and again we optimise them all the time. We can see that hey pour organic traffic into our site all the time because people always Google the same recipes. Every summer they want fish, or strawberry cake, and every winter it’s always more sort of comfort food. So yes, food is big.” On the question of whether we were beginning to see a resurgence in SEO practices within publishing, Wilkins is enthusiastic. She also says that the past temptation to see SEO as being less glamorous than social is also a trend that is coming to an end. “I definitely think so, yes. You can see now that publishers are starting to search for SEO experts much more than they used to. And it’s definitely becoming part of the culture in a way that it hasn’t been before, finally. But there’s huge gains there, so we’re happy that we saw this three years ago and decided to sort of go all in there. Because we have this huge database – our magazines have been living for years – so we have such a huge database of good content that should of course have a long digital life. And SEO is the way to keep it alive.” “It sounds less glamorous, for sure! But we see the glam in it, we think it’s important, we can see the value in it. As well as of course as staying on social and still producing content that isn’t just about SEO. We want to be newsy as well, we want to write about the stuff that people are talking about right now, we don’t want to be in the past. We want to continue to have a pulse. Finally, we asked Sarah to assess where the ALT.dk brand is right now and where Egmont plans to take the publication in 2018 and beyond. “We were really happy to see recently that seventeen percent of our readers are male. Again, we know that this has to do with SEO right, because if you are Googling a certain recipe or an interview with a famous person, it doesn’t matter the gender. You just want the best content and the best content is going to rank pretty high on Google. So we’re the biggest lifestyle website in Denmark right now, we’re not just the biggest women’s website. So we want to continue down that path, and welcome men as well of course!” “We have several goals in 2018 and beyond, but the main ones are branding of ALT.dk. Because again our eight women’s brands are extremely strong, but this new site ALT.dk needs to be known as something else, right. So branding is something that we’re looking at, we want people to be visiting us directly so that we can become less dependent upon social media. That’s a big goal. We want more commercial partnerships as well. We have partnerships with ecommerce companies that are going really well, and we want to continue to do that. And then we want a better user experience: we want a better site, we want it to be a pleasurable experience on which to read our good stories.” — Abridged and re-published by kind permission of FIPP, the network for global media Related posts

Nike claims World Cup marketing crown despite not being an official sponsor

The Drum 16 Jul 2018 11:38 France striker and Nike sponsored footballer, Kylian Mbappe Nike has claimed victory at the World Cup 2018, despite not being an official sponsor of the tournament.The sportswear brand, whose arch-nemesis Adidas was an official sponsor, was the official sponsor of both finalist teams; the winners France and their opponents, Croatia.According to Nike, 100 goals were scored by players wearing the company’s boots, including Golden Boot winner England’s Harry Kane, France’s Kylian Mbappe, awarded both Young Player of the Tournament and Player of the Tournament, and Croatian playmaker Luca Modric.Of the 32 teams competing in this year’s World Cup, 10 were wearing Nike strips (see more stats in the infographic below.) “We’ve been in the game of football for over 20 years, and it’s the first time that we’ve had an all-Nike final,“ says Elliott Hill, president of consumer and marketplace.“In addition to the kits, we’ve had great success with our players. Over 65 per cent of the minutes played on-pitch were by athletes wearing Nike football boots,” he added.The company also claimed that its ‘Believe’ campaign, which features Cristiano Ronaldo and Neymar in short films, alongside a longer standalone trailer, generated over 100 million views and over 50 million engagements.Meanwhile, according to data from MediaCom North, Budweiser, which was an official competition sponsor, clocked-up over 55,000 total mentions on Twitter through its #ManoftheMatch content, ahead of second-placed brand Ikea which garnered around 35,000 mentions.Amazon, Adidas and Nike made up the rest of the top five brands for social media engagement during the four week tournament.Paul Cooper, group managing director at MediaCom North, explained: “Budweiser connected with fans as it tapped into a key moment of every World Cup match – the man of the match. No matter which team was playing or won, or what the score was, there’s always social media chatter among fans about the players and, more importantly, positive conversations about the stand-out players of each game.“Tournaments are made for players to shine and for fans to praise and acknowledge the skills of their sporting heroes. Budweiser leveraged this through its #ManoftheMatch tweets, enabled it to drive a consistent volume of brand mentions among a wide fan base.” The campaign included interviews with players which were shared on Twitter, and video content that fed into other hashtags around the tournament, including #WorldCup and mentions of specific teams playing during each match.View the World Cup-themed brand ambush marketing campaigns in The Drum's creative round up from earlier in the year. Nike, Inc. is an American multinational corporation that is engaged in the design, development, manufacturing, and worldwide marketing and sales of footwear, apparel, equipment, accessories, and servi...Find out moreBudweiser is an American-style beer produced in various breweries around the world.Find out more