On social media, what works for Shakira backfires for Crest and Clorox.
The problem companies face is structural, not creative. Big companies organize their marketing efforts as the antithesis of art worlds, in what I have termed brand bureaucracies. They excel at coordinating and executing complex marketing programs across multiple markets around the world. But this organizational model leads to mediocrity when it comes to cultural innovation.
Brand Sponsors Are Disinter mediated
Entertainment“ properties”— performers, athletes, sports teams, films, television programs, and video games— are also hugely popular on social media. Across all the big platforms you’ ll find the usual A-list of celebrities dominating. On YouTube musicians Rihanna, One Direction, Katy Perry, Eminem, Justin Bieber, and Taylor Swift have built massive audiences. On Twitter you’ ll find a similar cast of singers, along with media stars like Ellen DeGeneres, Jimmy Fallon, Oprah, Bill Gates, and the pope. Fans gather around the tweets of sports stars Cristiano Ronaldo, LeBron James, Neymar, and Kaká, and teams such as FC Barcelona and Real Madrid( which are far more popular than the two dominant sports brands, Nike and Adidas). On Instagram you’ ll find more of the same.
These celebrities are all garnering the superengaged community that pundits have long promised social media would deliver. But it’ s not available to companies and their branded goods and services. In retrospect, that shouldn’ t be surprising: Interacting with a favored entertainer is different from interacting with a brand of rental car or orange juice. What works for Shakira backfires for Crest and Clorox. The idea that consumers could
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