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    Leadership Exchange: Multichannel Marketing

    Rosetta recently shared some of our insights at a Medical Marketing and Media (MM&M) Roundtable; discussing the key drivers for building a successful brand.

    The MM&M Roundtable brought together a group of industry leaders to discuss the role of multi-channel marketing in healthcare. Moderated by James Chase, Editor-in-Chief of MM&M, the roundtable participants' deep industry knowledge spurred lively conversation about the best practices for driving powerful engagement between healthcare marketers and their audience through multichannel marketing. Karl Tiedemann, Partner, Management Supervisor of Rosetta was joined by fellow participants Debra D'Arpa, Brand Manager, Diabetes Marketing, Novo Nordisk; Monique Levy, VP Research, Manhattan Research; and Janie Rodriguez, Associate Director, Metabolics Marketing, Boehringer Ingelheim; to discuss how to effectively implement a multi-channel marketing strategy and what it means for healthcare organizations.

    The complete roundtable discussion can be found in the article, "Leadership Exchange: Multichannel Marketing" in the December 2011 issue of MM&M.

    Rosetta | Interactive Agency Drives Results for hhgregg with eCommerce Platform

    Rosetta Helps hhgregg Drive Results With New eCommerce Site; Launches Mobile Site for Appliance and Electronics Retailer

    Rosetta Helps hhgregg Drive Results With New eCommerce Site;
    Launches Mobile Site for Appliance and Electronics Retailer

    Princeton, NJ, November 8, 2011 — Rosetta, which operates as an independent brand in the Publicis Groupe of global agencies and is one of the nation's largest digital and direct interactive agencies, together with hhgregg (NYSE:HGG), the Indianapolis-based retailer of appliances and electronics, today announced the launch of a mobile eCommerce site to complement the re-designed hhgregg.com website.

    hhgregg began working with Rosetta in early 2011 to develop an eCommerce platform that would provide the same high level of customer service hhgregg is known for in their stores and to enable the company to compete more effectively with national multi-channel retailers. Using IBM WebSphere Commerce, hhgregg and Rosetta created a superior online experience providing the following new features:

    • Instant access to in-store and online product availability
    • Access to hhgregg's lowest prices on appliances and electronics
    • Enhanced navigation and guided search
    • Personalized recommendations
    • Expanded learning content, product tours and guides
    • Additional shipping options, including pick-up in the store
    • Access to real-time order tracking

    Since the launch of the site in late August, hhgregg has seen a double digit increase in site visits, largely driven by growth from natural search, and an increase in new stores in the markets of South Florida and Chicagoland.

    "Improving hhgregg.com is an important part of our strategy, and we know our customers expect a great purchase experience online as well as in store," said Dennis L. May, President and CEO of hhgregg. "In Rosetta, we've found a partner with a strong combination of web expertise, creative vision and technological know-how to help us deliver what our customers desire."

    "hhgregg was founded on caring, personal service, and we've helped them create a consolidated eCommerce platform that reflects those values," said John Wade, Rosetta Associate Partner. "We designed this site to help them reach their customers in a more innovative and personally relevant way, and we're pleased to see that it's making an immediate impact."

    About Rosetta

    Rosetta is a consulting-centered interactive agency engineered to transform marketing for the connected world. Rosetta drives material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Their differentiated capabilities and structure have enabled them to become one of the market leaders, operating as an independent brand in the Publicis Groupe of global agencies. Rosetta is ranked by Ad Age among the top U.S. digital agencies and was recently named the #1 Agency to Watch in Ad Age's Agency A-List.
    Rosetta has deep industry expertise in Healthcare, Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. The combination of a patented approach to personality segmentation technological depth across platforms and devices; world class creative, design and user experience capability; scale and integrated structure; and deep vertical industry expertise have attracted many of the nation's leading brands to Rosetta. The agency's clients include Allergan, Blue Cross Blue Shield, Bristol Myers Squibb, Johnson & Johnson and Novartis in Healthcare; Coach, Express, Jos. A. Bank, OfficeMax and Valvoline in the Retail and Consumer Products sector; Citizens, M&T Bank and Nationwide in Financial Services; Marriott in Travel and Leisure; Microsoft, Rogers Communications and T-Mobile in Communications, Media and Technology; and MSC Direct, Wirtz Beverage Group and Lincoln Electric in B2B.

    Rosetta is headquartered in Princeton, NJ, with additional offices in New York, Cleveland, Boston, Chicago and Toronto. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta's footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    For more information, visit www.rosetta.com.

    About hhgregg

    hhgregg is a specialty retailer of consumer electronics, home appliances, and related products and services operating under the name hhgregg™ and Fine Lines™. hhgregg operates 204 stores in Alabama, Delaware, Florida, Georgia, Illinois, Indiana, Kentucky, Maryland, Mississippi, New Jersey, North Carolina, Ohio, Pennsylvania, South Carolina, Tennessee and Virginia.

    For more information please contact:
    Shade Vaughn
    Robert Marston and Associates
    212-836-4232
    svaughn@marstonpr.com

    Rosetta Achieves Full IBM Authorization for Smarter Commerce Capability

    First Agency to Achieve Full Certification in IBM’s New Authorization Program

    Princeton, NJ, September 15, 2011 — Rosetta, which operates as an independent brand in the Publicis Groupe of global agencies and is one of the nation’s largest digital and direct interactive agencies, today announced that it has achieved full Smarter Commerce certification by IBM. It is the first agency in the world to achieve full certification in the new authorization program.

    IBM’s Smarter Commerce program is focused on select business partners that are able to turn customer insight into action, enabling new business processes that help companies buy, market, sell and service their products and services. The program distinguishes Business Partners and rewards them when they sell and implement Smarter Commerce solutions. Rosetta was invited to participate based on its deep technical expertise and unwavering commitment to results.

    “Rosetta's rich understanding of the consumer coupled with our deep technological prowess allows us to unleash the power contained within the IBM suite of products right along the customer lifecycle and, critically, at each of the ‘moments that matter’, said Mark Taylor, Rosetta Chief Marketing Operations Officer. “We are immensely proud to be the first agency in the world to be fully Smarter Commerce Certified by IBM.”

    About Rosetta

    Rosetta is a consulting-centered interactive agency engineered to transform marketing for the connected world. Rosetta drives material business impact by translating deep consumer insights into personally relevant brand experiences across touch points and over time. Their differentiated capabilities and structure have enabled them to become one of the market leaders, operating as an independent brand in the Publicis Groupe of global agencies. Rosetta is ranked by Ad Age among the top U.S. digital agencies and was recently named the #1 Agency to Watch in Ad Age’s Agency A-List.

    Rosetta has deep industry expertise in Healthcare, Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. The combination of a patented approach to market segmentation; technological depth across platforms and devices; world class creative, design and user experience capability; scale and integrated structure; and deep vertical industry expertise have attracted many of the nation’s leading brands to Rosetta. The agency’s clients include Allergan, Blue Cross Blue Shield, Bristol Myers Squibb, Johnson & Johnson and Novartis in Healthcare; Coach, Express, Jos. A. Bank, OfficeMax and Valvoline in the Retail and Consumer Products sector; Citizens, M&T Bank and Nationwide in Financial Services; Marriott in Travel and Leisure; Microsoft, Rogers Communications and T-Mobile in Communications, Media and Technology; and MSC Direct, Wirtz Beverage Group and Lincoln Electric in B2B.

    Rosetta is headquartered in Princeton, NJ, with additional offices in New York, Cleveland, Boston, Chicago and Toronto. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    New York Times: Appliance Retailer Turns the Spotlight on Its Staff

    By Elizabeth Olson

    Consumers spend billions of dollars on nifty electronic gadgets and upgraded appliances every year, but they often grouse that they get no help from sales clerks, a complaint that the Midwest upstart Hhgregg says is driving the expansion of its appliance and electronics stores across the country.

    In its first national brand and advertising campaign, called “We Help,” Hhgregg highlights what it says separates the company from its competitors: an extensively trained sales staff that helps consumers navigate the complicated and changing choices when buying major home appliances and electronic goods.

    To underscore that message, the company has bought song rights to the 1965 Beatles song, “Help!,” to use in its marketing initiatives.

    Hhgregg (pronounced h-h-greg) is small, with $2.1 billion in revenue last year, compared with Best Buy, which had revenue last year of nearly $50 billion. But the consumer electronics market is huge, with factory sales reaching $186 billion last year, according to figures from the Consumer Electronics Association. Appliance sales reached $22.2 billion last year, according to the Association of Home Appliance Manufacturers.

    The company, started in 1955 by Henry Harold Gregg and his wife, Fansy, is based in Indianapolis and has 175 stores — the majority of which opened in the last five years — and plans to open as many as 40 new stores in Chicago, Miami and Pittsburgh.

    Last week, it reported that sales were up 21.5 percent in the first three months of 2011, compared with the same period a year before, and sales in its fiscal year, which ended March 31, rose 35.4 percent compared with a year ago. The company has forecast sales growth of 15 percent to 20 percent for its 2012 fiscal year.

    With its round red and white logo encircled by the words, “We Know You Need Somebody,” and “We Help” in the center, Hhgregg is wooing buyers by focusing on the product training of its sales staff, but also says its low price guarantees and large on-site product selections are pillars of its strategy.

    Its 30-second commercial, which started last month, shows people facing the household crises of an overflowing washing machine, a dead refrigerator and a failed television — accompanied by peppy refrains of “Help.” Then Hhgregg announces: “Help is here.”

    The company’s president, Dennis May, said customers were not simply selecting something from the store shelves, but were looking for knowledge about products and features.

    “We have found that in the places where we have opened our stores, people already have a place to buy. What they are looking for is another way to shop,” he said.

    “Products, technology and innovation changes — there is a new gadget every day — so we give 200 hours of training in these areas to every single employee,” Mr. May said. “They are a huge part of the equation.”

    Hhgregg scores well on customer service, according to a consumer satisfaction survey released last year by J.D. Power & Associates. Hhgregg and Best Buy tied for second place in the survey of some 4,500 consumers who had bought laundry or kitchen appliances. Lowe’s took first place. Best Buy’s ranking was based on its prices, and Hhgregg’s was based on its sales staff and service performance, according to the survey.

    According to the “2010 Appliance Retailer Satisfaction Study,” consumers said their overall shopping experience had a stronger effect on their purchase satisfaction than the actual price paid for the appliance.

    About 80 percent of Hhgregg’s sales are major appliances and home theaters, Mr. May said. This year, the company is focusing on offering a broader assortment of televisions, including larger screen sizes and 3-D models. And he said Hhgregg was embracing the Web.

    “We’re not afraid of it,” Mr. May said. “We know that about 85 percent of consumers check online, and this site will allow them to compare prices, and click to talk to a salesperson” on the company’s new site, which is being developed with the interactive marketing agency Rosetta. It will be in operation this fall. Hhgregg is also upgrading its mobile commerce site.

    The chain’s social media elements will be branded with “We Help,” and the company’s Facebook page will allow customers to watch commercials and send in reviews. Still, Hhgregg’s advertising budget — nearly $59 million in its fiscal year ending in March — is focusing on traditional media like television commercials and print media, including the 15 million newspaper circulars it sends out yearly.

    Its commercials will run on cable and networks in all of Hhgregg’s markets — which include Alabama, Delaware, Florida and New Jersey, as well as its newest markets.

    The company plans to spend up to 10 percent more on advertising this year, said Jeff Pearson, the company’s vice president for marketing. “This will position us more as a national retailer,” he said, “to help consumers who have 15 things they need to get done but only time for half that amount. Then something goes wrong, like the washer bubbling over. We are there to make it right for them.”

    Hhgregg worked with Zimmerman Advertising in Fort Lauderdale, Fla., part of the Omnicom Group, to create the campaign.

    “The simplest purchase has become more complicated — what brand, what features,” said Zev Auerbach, creative partner at Zimmerman. “The big question used to be whether washers were stackable or side-by-side.” The new ad, he said, “says we are here to help.”

    View article source >>

    Trenton Times: Pushing the right buttons at Rosetta; Marketing guru Chris Kuenne keeps looking for new and better ways to reach the consumer

    By Robert Stern

    HAMILTON — The sign on the yellow background in the lobby of Rosetta Marketing Group's headquarters in the American Metro complex is hard to miss, though its message is a bit of a mystery to outsiders.

    It says, simply, "Rosetta welcomes all pilots, inventors and builders."

    That message, devised in-house just last year, aims to encapsulate the qualities that drive Rosetta's success as a leading player in the world of interactive marketing, said Chris Kuenne, the 13-year-old firm's co-founder, chairman and CEO.

    "It's a very creative way to capture what's special and magic about our company," Kuenne said.

    "We see ourselves as pilots because we are guiding our clients over unknown terrain," he said. "We're inventing new ways to understand the consumer, new ways to connect your smart phone to whatever your need or opportunity is."

    "And then we're builders. We actually build stuff: Web sites, e-commerce sites, mobile platforms ... cloud-computing capabilities ... things that help personalize the (clients') brand," Kuenne said.

    Kuenne, 49, invented, built and piloted Rosetta, in partnership with cofounder Kurt Holstein, who teamed up with him three months after Kuenne launched the company.

    Today, Rosetta is an interactive marketing power player that employs 1,100 people -- 300 of them at its headquarters here -- and anticipates almost $250 million in annual revenue this year.

    But its business has been focused almost exclusively on the U.S. market so far, with Canada as the sole foreign country in which Rosetta operates.

    Now, Kuenne is eager to make Rosetta a truly global powerhouse, which has been the game plan from early on.

    Kuenne's vision for the company over the next five years -- or less -- is to quadruple annual revenues to $1 billion, he said. He is confident Rosetta will be able to pull off its global evolution with backing from the French-based marketing titan Publicis Groupe, which is acquiring Rosetta for $575 million in a deal announced earlier this month.

    The deal is expected to close June 30, after which Rosetta will function under the Publicis umbrella as its own autonomous, standalone brand, with Kuenne at the helm.

    Kuenne said it's an exciting time to take Rosetta to the next level and have the firm become part of the Publicis corporate family.

    "It's a great time to be in interactive marketing because there's just so much flow from offline marketing to online," he said. "It's just a better way for brands to interact with consumers. It allows the brand to be more relevant, more present and to create a more intimate connection (with) the consumer."

    A key element that sets Rosetta apart in the arena of interactive marketing, Kuenne said, is its use of proprietary, patented methodology -- what it calls personality-based segmentations -- to create marketing strategies around consumer profiles.

    Those profiles, not of individual consumers, but narrowly tailored groups of consumers, are based on a combination of survey-based personality assessments and behavior analysis gleaned from information such as credit scores, Kuenne said.

    "Our segmentation is really focused on understanding what makes you tick, what really motivates you as a consumer of each (product) category," he said.

    "The problem that we wanted to solve in the early days was translation," which is why the company takes its name from the Rosetta Stone, he said.

    Just as the Rosetta Stone helped archaeologists interpret Egyptian hieroglyphs, Kuenne sought to find the key to effective marketing by analyzing consumer and product data.

    "My partner, Kurt Holstein and I ... both grew up as brand managers," he said. "So we built a company that develops better insights and translated it better into real marketing."

    Kuenne began his marketing career in 1985 working for Johnson & Johnson, where he was marketing director for its Band-Aid and Tylenol product lines.

    At Rosetta, the patented consumer analysis work only accounts for about 15 percent of operations. The remaining 85 percent is almost entirely made up of building websites, search-marketing programs, relationship-marketing programs and other elements that make online and digital marketing personalized, Kuenne said.

    Rosetta has a roster of about 145 clients, many of which are giants in their industries, from pharmaceuticals to insurance to banking, mobile phone technology and retail. Firms in the health care industry make up the largest share, taking up about a third of the business. These include both Johnson & Johnson and Bristol-Myers Squibb, which were the first two clients Rosetta signed in 1998, when it started.

    That year, during which Rosetta operated only from June 3 on, its revenue was $850,000, Kuenne said.

    Moving the firm from $250 million in expected revenue this year to $1 billion in revenue within five years is reasonable, considering the opportunities in the global market, he said.

    "The U.S. only represents half of all digital marketing," he said. "There's a whole other 50 percent of the market that we're not really in in any big way."

    He said Rosetta likely would put its first overseas hub in Switzerland, in part because it is centrally located and because it is home to the pharmaceutical firm Novartis, one of its largest clients. After that, the next wave of expansion probably will be either in Brazil or China, he said.

    All Rosetta's success -- indeed, its very existence as a company -- might never have happened had tragedy not befallen Kuenne's family in 1997, when Kuenne was working for a consulting firm in New York.

    On Aug. 31 of that year, Kuenne's first child, Olivia, died in a freak accident when a stone bench fell on top of her during a family visit to a friend's house.

    Olivia was just 5½.

    "It's the ultimate nightmare for any parent," said Kuenne, who keeps a portrait of Olivia prominently displayed in his office, among other family portraits and a huge autographed black-and-white action photo of his hockey hero, Bobby Orr.

    Kuenne said Olivia's death gave him a sense of total loss of control.

    "So it certainly catalyzed my desire to do something on my own, more in my control," he said. "Starting a company was a great antidote, a salve, for this terrible tragedy."

    Kuenne and his wife, Leslie Kuenne, have three other children -- all boys between the ages of 10 and 16. Although only the oldest, Peter, was born before Olivia died, all three boys make Olivia's memory an important part of their lives, Kuenne said.

    "She's still a very big part of our lives, even the kids who didn't know her," he said.

    He and his wife both wear rings inscribed with Olivia's signature, modeled from the way she would write her name on art that she made.

    Olivia's death also prompted Kuenne's wife to give up her career as a genetics counselor to parents faced with high-risk pregnancies and instead focus on painting and photography.

    And the couple's boys -- Peter, 16; William, 12; and Matthew, 10 -- are the center of their world, Chris Kuenne said.

    "I love hanging out with my kids," he said. "That's the best. I play a lot of street hockey with them. It's ferocious, three kids and a dad. I come to work all black-and-blue sometimes."

    But Kuenne loves his work and even fancies the idea of one day following in the footsteps of his parents and four other generations of his family and becoming a teacher or professor.

    His dad, Robert Kuenne, who died in 2005 of ALS, or Lou Gehrig's disease, fought in the D-Day invasion of Europe during World War II and taught economics at Princeton University for 43 years. Chris Kuenne, who said he admired his dad tremendously, majored in history at Princeton University before getting his MBA at Harvard.

    His mom, Janet Kuenne, who is now retired, had a long teaching career that included stints at Princeton Public Schools, the Hun School in Princeton, Rider University and New York University.

    "At some point, I would love to teach," Chris Kuenne said. "Probably something to do with entrepreneurship and marketing.

    "From a rigor standpoint, I'd love to teach a class at HBS (Harvard Business School). But in terms of impact, getting to kids in junior and senior year in high school and helping them figure out what they really want to do would be pretty neat," he said.

    "I can see a point somewhere down the road, once we fully globalize Rosetta, when I could be some kind of a teacher."

    Until then, he has some unfinished piloting, inventing and building to do.

    View article source >>

    Wall Street Journal: Publicis Boosts Digital Activity With Another US Buy

    By Ruth Bender, of Dow Jones Newswires

    PARIS (Dow Jones) — French advertising company Publicis Groupe SA (PUB.FR) said Tuesday it agreed to buy U.S. independent digital agency Rosetta Marketing Group LLC for $575 million in cash, the group's latest deal to boost its presence in digital advertising.

    Publicis, along with all major ad holding groups including WPP PLC (WPP.LN), has put digital at the heart of its strategy over the past decade as advertisers are increasingly shifting media spend away from traditional media to the Internet.

    Publicis unit ZenithOptimedia has forecast the internet to take over newspapers as the world's largest advertising medium by 2013.

    After the acquisition of Boston-based Digitas for $1.3 billion in early 2007 and Razorfish for $530 million in August 2009, Publicis will be adding Rosetta to its array of digital agencies.

    "There is a combat between major ad groups to be ready to best serve clients in their need for expertise in digital communication," chief executive Maurice Levy said in a conference call. "With the acquisition of Rosetta we continue on our goal to transform Publicis to be best prepared for the new communication world."

    Publicis hopes the Rosetta deal will give it a lead over rivals in the digital race as it will strengthen its position in the world's largest ad market, the U.S.

    The agency based in Princeton, New Jersey employs 1,100 staff in the U.S. and Canada and has a strong focus on consulting services with clients mostly in the healthcare, financial, retail and technology industries.

    Rosetta is expected to post revenue of just below $250 million in 2011, up from only around $10 million six years ago and a double-digit increase from around $218 million last year, Publicis said.

    Rosetta will operate as a stand-alone brand next to Publicis brands such as Razorfish, Leo Burnett and Saatchi and Saatchi and Publicis will keep Rosetta's founder and CEO Chris Kuenne at the helm of the agency.

    In the future, Publicis plans to develop the agency internationally through five or six regional hubs, Levy said.

    Under terms of the deal, Publicis will pay the total $575 million in cash but Rosetta shareholders can receive an extra payment in 2014 based on the agency's performance between 2011 and 2013.

    Publicis said it paid 12.5 times 2011 earnings before interest, taxes and amortization for Rosetta. Levy said the acquisition will slightly increase the group's margin this year.

    At 0840 GMT Publicis shares were trading up 0.9% to EUR38.82 in a flat Paris market. Analysts said the acquisition makes strategic sense for the group but that transaction multiples are high.

    The transaction is expected to be completed during the second or the third quarter of this year.

    View article source >>

    The New York Times: Publicis to Acquire Rosetta for $575 Million

    By Eric Pfanner

    PARIS — Publicis Groupe of France bolstered its already substantial investment in Internet advertising on Tuesday, saying it had agreed to buy Rosetta Marketing Group, one of the biggest independent digital marketing agencies in the United States, for at least $575 million.

    Publicis, which owns ad agencies like Leo Burnett and Saatchi & Saatchi, has moved more aggressively than many of its rivals in expanding its digital capabilities, betting that spending on Internet marketing will continue to gain market share from more traditional forms of advertising. The planned deal for Rosetta is its third major digital acquisition, after the purchase of Digitas for $1.3 billion in 2006 and Razorfish for $530 million in 2009.

    “The transformation of the advertising market will be colossal,” Maurice Lévy, the chief executive of Publicis, said in a conference call.

    Rosetta, based in Hamilton, New Jersey, specializes in areas like search engine advertising and direct marketing, and also has a strong position in the health care business, already an area of focus for Publicis. Rosetta’s clients include Bristol Myers Squibb; Hewlett-Packard; Johnson & Johnson; Research In Motion, the developer of the BlackBerry; and the T-Mobile division of Deutsche Telekom.

    Until recently, Chris Kuenne, who founded Rosetta in 1998 and serves as its chief executive, had appeared eager to stay on the sidelines of a merger-and-acquisition race in which big advertising companies like Publicis and WPP Group, based in London, snapped up many of the leading Internet marketing specialists.

    “Everybody comes knocking and calling and we’re not really interested,” he told Advertising Age, a trade publication, last year. “There’s a race on in the agency world to assemble three key things: the right assets, the right people and the right culture. M&A takes care of part one but has the potential to screw up the other two.”

    On Tuesday, Mr. Kuenne changed his tune. “We recognize that in order to achieve our long-term business and geographic growth potential, we need the reach and resources of a global group,” he said in a statement.

    Assuming the deal is completed, the portion of revenue that Publicis derives from digital activities would rise to more than 30 percent, from 28 percent last year, the company said. Publicis wants that total to rise to 35 percent within three years.

    As with other digital acquisitions by Publicis, the price raised some concerns among investors. Rosetta is expected to generate less than €250 million in revenue this year.

    But analysts said they were reassured by Mr. Lévy’s track record in bringing Razorfish and Digitas under the Publicis umbrella. They said the deal also reduced the likelihood that Publicis, the third-largest advertising company worldwide after WPP and Omnicom Group, might mount a much larger bid for the No. 4 player, Interpublic Group, which Mr. Lévy has previously run his slide rule over.

    “This is just the kind of acquisition that the market wants to see them do, rather than a big merger like Interpublic, where the main benefit is cost-cutting,” said Conor O’Shea, an analyst at Kepler Capital Markets in Paris. He questioned, however, whether Publicis might be concentrating too much of its digital expansion in the United States, where Digital, Razorfish and Rosetta are strongest, rather than moving more aggressively into faster-growing Asian markets.

    Under the terms of the agreement, Mr. Kuenne and other shareholders of the privately held Rosetta could receive a deferred payment, in addition to the initial $575 million, if the agency meets financial performance targets.

    Rosetta has tried to position itself as a different kind of agency, providing consulting services rather than merely churning out advertising, which is seen as something of a commodity in the digital era. Unlike many agency founders, Mr. Kuenne came to the business from an advertising client, Johnson & Johnson, rather than breaking away from an existing agency.

    “We start with the underlying business problem — what is this brand trying to accomplish?” he said in the conference call.

    View article source >>

    Businessweek: Corporate Culture: Harmonize, Don't Homogenize

    By Chris Kuenne, CEO & Chairman

    If you think it's challenging to get team members from market research and brand management to work together, see what happens to your business if you don't do it.

    Like most entrepreneurs, I was driven by the idea that a significant unmet need existed in the market. I had a notion as to how to fill it. In my case, it was to create a new model for a marketing agency—one that integrates the functions necessary for brand marketing in an evolving digital world.

    More often than not, clients get marketing and advertising support from different partners that seldom interact. They simply hand things off to each other and something always gets lost in translation.

    I realized this in one of my brand manager assignments, at Johnson & Johnson (JNJ), where I led the marketing of the Band-Aid brand. The market-research people sat at one end of the hall and the brand-management people at the other. We didn't talk to each other, let alone co-create system-wide solutions. A telling example: J&J used to sell Band-Aids in metal boxes that cost more than the Band-Aids. Research showed that people cared more about getting more product for their money and less about whether the strips came in a paper box or a tin one. We capitalized on this consumer insight by restructuring and repositioning the brand from the factory floor all the way to the product itself, introducing medicated Band-Aids and Band-Aids decorated with cartoon characters. This restructuring of the Band-Aid brand took it from losing $15 million a year to earning $25 million in annual profit.

    The experience convinced me that groups engaged in solving a common problem shouldn't work in a linear fashion, with one group's responsibility ending where another's begins. Instead they should form an infinity loop, wherein a constant exchange of ideas and information takes place. Only when groups work like interconnected gears can you achieve transformational change. Our firm's three main capabilities—strategic insights, ideas and programs, and technology—function as gears.

    Needed: A Culture for Everyone

    The challenge arises from the fact that different crafts drive different cultures. Who people are—in terms of what motivates them, what worries them, what they think about, and where they derive their satisfaction and frustration—differs according to what they do. To maximize individual and company performance, you need to create a culture in which everyone feels part of and connected to it. This is not a problem unique to marketing companies. The issue becomes more important and more difficult in an interconnected world with ever-greater roles for technology and social media.

    Too often, companies take the easy way out by embracing a homogenized culture, a monochromatic world of sameness that neuters the individuality of team members. More difficult—but more rewarding—is to create a harmonized culture with the emphasis on being complementary, rather than striving for conformity.

    I'd like to share some lessons we've learned in creating harmony while developing our "infinity loop" approach.

    • Skill drives the culture: Don't expect technologists and creative directors to approach their jobs the same way. Why would you even want them to? When we are building a website or e-commerce site for a client, we need the expertise of multiple teams: strategy and analytics, creative, user experience, and technology. The harmonization of these groups from a functionality standpoint is critical to success. From a human standpoint it is equally important, though harder to achieve.
    • Values must be shared: If team members don't have the same values, you can't build bridges across the functional and cultural divides. Do they care about clients? Do they care about solving problems? Are they motivated to drive business impact? You can teach people new skills; you can't teach them to care or be responsive.
    • Engage all your gears: If we are working with a client in only one capacity, such as technology, we still have a representative from both our strategic-insights group and our ideas-and-programs group as part of the client team. This provides us with a holistic view of our client's needs, even if the client isn't looking to us to fill all those needs. This approach also creates a sense of internal cohesiveness, reinforcing the idea that all parts of the business have equal importance.
    • Create a common corporate identity: All workers have to believe and feel that they are working for the same cause, the same company. When conglomerates cobble together a bunch of entities that lack unifying structure or identity, the battle is already half-lost. A newly merged corporation needs a rewards system that's consistent across the organization. If you can work out the right relationship between rewarding individual performance and company performance, both will improve.
    • Relationships matter: A large part of my job is to hire the best people and inspire them to do their best work, enabling them to realize their professional dreams right inside our firm. I could spend all my time on this side. Still, as much as I love that part of my job, it isn't practical and would be an abdication of my other responsibilities as a leader. Instead I have endeavored to restructure the leadership team to make certain that other people in the organization are responsible for, and equally passionate about, coaching and developing the rest of the people in the company.

    The approach I advocate is a little like taking the captain of the football team, the president of the student council, and the head of the chess club and asking them to work together. You are seeking to create harmony among entities that don't naturally fit together—a formidable challenge but one that's necessary to achieve.

    Today every company is a technology company. Succeeding in the connected world requires an integrated view that engages all your gears, focusing your team on the concept of shared goals, vision, and mission.

    View article source >>

    Publicis Groupe To Acquire Rosetta, One Of The Fastest Growing Digital Marketing Agencies In North America

    Transaction Enhances Publicis Groupe’s Operations in Digital Advertising and Marketing

    Paris, May 17, 2011 — Publicis Groupe (EURONEXT Paris: FR0000130577) announced today an agreement to acquire Rosetta Marketing Group LLC that will significantly broaden its digital and interactive marketing service offerings. Rosetta is one of the largest and fastest growing independent digital agencies in North America, and is differentiated by its consulting and strategic services focus.

    Rosetta will operate as an autonomous, stand-alone brand within Publicis Groupe under the leadership of Rosetta’s founder & CEO Chris Kuenne, who will remain at the head of the agency, reporting to Jean-Yves Naouri, Chief Operating Officer of Publicis Groupe. The addition of Rosetta to its other digital businesses – which include Digitas, Razorfish and Publicis Modem – will bring Publicis Groupe’s annual revenue derived from digital activity to more than 30%.

    Maurice Lévy, Chairman & CEO of Publicis Groupe, commented, “The acquisition of Rosetta is a key next step in our strategy to become the ‘human, all digital agency group.’We built VivaKi with the aim of accelerating the shift of our clients to the future. With Digitas and Razorfish we acquired fantastic talent, know-how and technology and successfully integrated them into VivaKi and Publicis Groupe. With Rosetta, we aim to enrich our digital knowledge, our capabilities in technology, marketing consulting, and digital strategy, and the creativity we offer to clients and advertisers. This is consistent with our commitment to anticipate and meet their needs in the rapidly-evolving advertising and marketing services landscape. Not only should we best serve our clients and attract new ones, but we should also accelerate our transformation and grow faster. Rosetta, with its differentiated consulting heritage and integrated approach, adds to the fantastic stable of digital services we offer clients today. Rosetta will broaden the scope and approach of our offerings to our existing and prospective clients while initiating new approaches and bringing new capabilities and technology to our portfolio.

    “Rosetta’s value proposition is unique in that it combines its savoir-faire in consulting and strategic services with its expertise in technology and creative agency services. When we imagine leveraging Rosetta's strengths with those of the other networks within Publicis Groupe, we see incredible synergies that will enhance our global position in today's transforming marketing space. I am pleased to welcome Chris Kuenne and his team who are very strong leaders and innovators. Chris will join the Strategic Leadership Team of Publicis Groupe.”

    Launched in 1998 with a focus on consulting services, Rosetta employs more than 1,100 interactive marketing professionals throughout the United States and Canada. It is headquartered in Princeton (New Jersey), with an important presence in New York, Cleveland and California, with offices in San Luis Obispo, Los Angeles and San Jose. In 2010, Rosetta was the second largest independent digital agency in the U.S. according to Advertising Age, with 23.1% year-on-year growth. Rosetta’s clients are mainly in the healthcare, financial, retail and technology industries, and include Allergan, Blue Cross Blue Shield, Bristol Myers Squibb, Hewlett-Packard, Johnson & Johnson, Marriott, Research In Motion, T-Mobile and Valvoline. It was named the #1 Agency to Watch in 2011 by Advertising Age.

    Rosetta provides personalized interactive marketing solutions to clients using a unique approach, relying strongly on its strategic consulting expertise, and integrating creative agency capabilities and technology services. Rosetta’s client service teams work closely with C-Suite executives to translate deep consumer insights into personalized interactive programs that are scaled through Rosetta’s mastery of enterprise grade e-commerce platforms, content management systems, connected devices and cloud computing. Over the past 6 years Rosetta has grown from an agency of 40 professionals, generating about $10M in annual revenue to a profitable agency which has nearly 1,100 team members serving clients from 9 offices and with expected revenues of nearly $250M in 2011.

    Chris Kuenne, CEO & Founder of Rosetta, said, "We recognize that in order to achieve our long term business and geographic growth potential, we need the reach and resources of a global group, and we are particularly proud to be joining one of the most advanced digital communications groups in the world. We have found a culturally compatible, growth-oriented partner in Publicis Groupe. We share highly complementary beliefs focused on empowering good people to do great things and achieving marketing driven change and transformation for clients. Publicis has proven its commitment to respecting the heritage and value of companies within its family. Publicis Groupe will nurture our growth in terms of skills, investment and geographic coverage, foster our ability to maintain our brand, and build our culture, allowing us to drive a broader scale of impact for our clients."

    Jean-Yves Naouri, COO of Publicis Groupe, said, “The acquisition of Rosetta further strengthens Publicis Groupe’s global position in the important and evolving marketing area. Rosetta brings highly complementary and additional assets and capabilities to those already offered by our Digitas, Razorfish, and Publicis Modem digital agencies. We believe in the importance of differentiating our offering through intellectual capital–based value and Rosetta’s consulting centered digital offering is an excellent opportunity to do so. I look forward to working with the Rosetta team to maximize their potential opportunities and leveraging them to better serve our outstanding client base.”

    Under the terms of the agreement, in addition to the initial transaction value of $575 million, Rosetta’s manager-shareholders can receive a potential deferred payment in 2014 based on the agency’s performance in 2011 – 2013. The initial transaction will be entirely paid in cash at the closing. This acquisition is consistent with Publicis Groupe’s target to increase its revenue derived from digital (28% in 2010) to 35% over the next three years. This transaction occurs as the most recent ZenithOptimedia forecasts (April 2011) predict that the internet will overtake newspapers to become the world’s second-largest advertising medium in 2013.

    The transaction is expected to close during the second or third quarter of 2011, and is subject to customary closing conditions, including clearance under the United States Hart-Scott-Rodino Antitrust Improvements Act.

    * * *

    About Publicis Groupe

    Publicis Groupe [listed on the Euronext Paris Exchange -FR0000130577 - and part of the CAC 40 index] is the world's third largest communications group. With activities spanning 104 countries on five continents, Publicis Groupe employs approximately 49,000 professionals and offers local and international clients a complete range of advertising services through three global networks: Leo Burnett, Publicis, Saatchi & Saatchi, and numerous agencies including Fallon, 49%- owned Bartle Bogle Hegarty, and Kaplan Thaler Group. VivaKi combines digital and media expertise, allowing clients to connect with consumers in a holistic way, with Starcom MediaVest Group and ZenithOptimedia worldwide media networks; and interactive and digital marketing led by Digitas and Razorfish networks. VivaKi develops new services, tools, and next generation digital platforms. Publicis Groupe offers healthcare communications with Publicis Healthcare Communications Group (PHCG, the first global network in healthcare communications). And with MSLGROUP, one of the world's top five PR and Events networks, also provides expertise in corporate and financial communications, public affairs, branding, and social media marketing.

    Website: www.publicisgroupe.com | Twitter: @PublicisGroupe | Facebook: www.facebook.com/publicisgroupe

    Rosetta Headquarters

    100 American Metro Boulevard

    Hamilton, NJ 08619

    1 609 689 6100

    Website: www.rosetta.com

    DMNews: Organic search gains as complement to PPC

    By Tim Peterson; Rosetta Partner, Paul Elliott, weighs in on the conversation

    Marketers have long favored paid search because of its immediacy and measurability, but that preference has begun to shift to organic search, slowly but necessarily, according to industry experts. Still, these two channels remain locked in a tug-of-war over budget allocation.


    Lee Moore, IBM's search program manager, says that organic search needs to be central not just to a company's search marketing but to its entire digital marketing oeuvre. Moore compares a company's digital marketing presence to a target, saying that organic search is the bull's-eye and paid search is the next outer ring, followed by social and the other digital channels.

    "When you grow the target, by default the bull's-eye grows in relation. The more you learn from social 
media, the more you learn from paid, the better your organic should get," says Moore, who works with Covario on search. "But your ultimate goal should be the bull's-eye — the organic."


    That's easier said than done for many. Industry experts identify a trend toward organic search, but it's a move burdened by inexperience and uncertainty. Paid search has long been the marketing department's domain while the IT department housed the search engine optimization (SEO) operation. This separation created a strategic barrier that further isolated the channels and the goals of their respective owners.


    "For the SEO folks it might be a traffic goal or a conversion goal, whereas the paid search folks are held strictly to a certain ROI," says Jared Belsky, managing director of digital firm 360i in Atlanta. "So when there are different fiefdoms and goals, it can get complicated."


    The simple response to those complications has been to focus primarily on paid search. The measurability of paid search calcified that focus. Marketers can track click-throughs and conversion on each keyword they target with paid search and can do so with an immediacy unknown to organic search, which is better tracked with a calendar than a stopwatch.


    "With paid search, every single keyword has tracking on it, so you know exactly what your return is on a click," says Suzy Sandberg, president of digital agency PM Digital. "With SEO, you could make all these changes, but you couldn't directly attribute any of that to the optimizations that you made."


    Results oriented


    While paid search may be the favored channel for marketers, consumers heavily prefer organic. An eye-tracking study released by research firm User Centric this past January found that while 91% of consumers view the top sponsored ad on Google's results page, they only do so for an average of 0.9 seconds per keyword versus the 14.7 seconds on average they spend peering at the organic results (see sidebar below).

    Google has tried to dilute this dominance by refining the appearance of paid search ads to mimic the organic search results. Alex Cohen, senior marketing manager at paid search vendor ClickEquations, calls this transformation "universal paid search," a play on the system of real-time rankings and multimedia content Google introduced to organic results in 2007.

    "Google obviously benefits if they can increase the attractiveness and relevance of their advertising and increase the number of people who are clicking on [advertising] and the amount of advertisers who are bidding," says Cohen.


    Nonetheless, some marketers say their paid search campaigns have plateaued to the point where they're seeing only incremental improvement in results, so they've begun to shift toward organic tactics.


    "Increasingly people are realizing over time that you might see some fatigue in pay-per-click channels. Meanwhile you have this channel [in organic] that's not entirely free, but you're not paying for the media, you're paying for the expertise and the time to get the right content in the right places, and after that you get free leads," adds Dave Anderson, senior marketing manager at software company Daptiv, which works with Optify on search marketing.


    Scott Drayer, director of marketing and business development at men's clothing company Paul Fredrick, says that his company's paid search efforts have matured to the extent that "it's more of an automated process for us at this point." That autopilot approach has enabled Paul Fredrick to allot more attention to organic search. "There's a large opportunity for us [in SEO]," says Drayer, who works with PM Digital on paid search. "There's a good portion of people that ignore the paid advertising and give more credibility to the organic listings."


    While the shift in focus to organic did require "some technical remediation," says Drayer, he was been able to use his experience with paid search to inform Paul Fredrick's organic efforts. Drayer says that the integration "has been a newer revelation for us," but it has resulted in more than 200% growth in conversions from natural search in the last two years.


    The integrated approach adopted by Paul Fredrick is one that many industry experts advocate. "When your pay-per-click doesn't communicate with your SEO, you're flat out leaving chips on the table," says Michael Mothner, founder and CEO at search marketing firm Wpromote.


    One way that marketers are using their paid search campaigns to communicate with their SEO is to engage paid search's precision targeting and real-time results. Restaurant.com employs paid search as a placeholder on keywords for which the site doesn't come up in results organically, says Phil Volini, senior search marketing manager at the restaurant couponing site. Volini's team will then examine how the paid campaigns perform in order to see if the keyword is worth targeting organically. If a keyword is deemed of value, "we'll put the pedal to the floor on both channels," says Volini. "When we do catch up on the SEO side, we'll take a step back and look at how we're working together on that keyword bucket and how aggressive we need to be on the paid side."


    By using paid search in this fashion, Volini's team is essentially putting a down payment on a keyword that will require relatively few future funds but can generate consistent returns. Rob Garner, director of search at digital agency iCrossing, says that "an ongoing natural search campaign can easily have a 10 to one ROI and can grow as time passes because that same content deployment would still be producing for years to come."


    The integration of paid and organic can also boost a brand's credibility. The integration is necessary, says Performics CEO Daina Middleton, because there is "a little bit of a confidence hit in the mind of the searcher" when a brand doesn't appear in both paid and organic results. She says the new perspective needs to be "how can I take advantage of the whole owned, earned and paid space on the entire search engine results page."


    Searching for friends


    Today, even the integration of paid and organic doesn't full account for the deluge of factors that affect search rankings. To ensure a successful search marketing strategy, search marketers must enlist entire marketing departments and their customer base.


    "We're past the time where the occasional summer intern can help you track what your top 10 search rankings are," says Anderson. "It's a more complex world that requires better tools and real-time information."


    One such tool is social media. Paul Elliott, partner in consumer products and retail at interactive marketing agency Rosetta, says that integrating user-generated content from social media "opens you up to keywords and copy that go beyond a brand's professional writers or marketers." These cues can even be used to inform paid search via organic results, further integrating the two channels.


    For an example of how significant it is for companies to tie their social marketing to SEO, one can point to the proximity of Restaurant.com's search marketing manager and social media manager: their desks are side-by-side. Volini says that the closeness allows them to coordinate conversations taking place on the social networks with keywords that the site's landing pages are optimized for.


    "Now we have this 100,000-plus focus group to help inform us on what keywords we need to go after on the search results page," says Volini.


    Search marketers are also employing complex data tools that are finally lifting the fog surrounding SEO and companies' bottom lines. "One of the reasons why paid search has been so successful is it works and you can measure the heck out of it, so much to the point that companies invest in paid search at a loss just because it's so measurable," says Seth Besmertnik, CEO and cofounder of SEO platform provider Conductor.


    Analytics vendors such as Conductor and online intelligence providers have enabled companies to eliminate inefficiencies in their search marketing by identifying landing pages and keywords that would garner better results than those that marketers are otherwise targeting. "A good landing page can convert at 2.5% whereas a homepage against that same keyword will probably convert at 0.5%," says Besmertnik. Rich Stokes, founder and CEO of AdGooroo, adds that by analyzing competitors' inbound links, marketers are able to eliminate more than 95% of underperforming pages.


    PM Digital's Sandberg notes that the rise of precision analytics has allowed marketers to more directly attribute their organic results. "There's finally a broad understanding that you can look at your analytics and your referral URLs for your natural search traffic and you can get the trends and the uptick in revenue after you execute changes on the SEO side," she says.


    Difficult as the integration and the data-diving can be, the hardest slog for search marketers is the one up to the boardroom. Volini says that having company-wide support is crucial to the success of search marketing, particularly SEO. "You have to be an evangelist for the channel to get the company to understand what an SEO strategy looks like, that it's slower and needs to grow and evolve and it's never done," he says. 


    Other marketers say that the improved ability to measure performance in organic search has enabled them to communicate the opportunities in organic search to the senior executives at their companies, which has resulted in more support and investment in SEO.

    View article source >>

    DMNews: Depth of targeted marketing programs varies among healthcare sectors

    By Heather Schultz
    Jamie Peck, Managing Partner, Rosetta, weighs in on the conversation.

    Windsor Health Plan recognized it had a short window to legally attract new members to its Medicare Advantage health plan during the three-month fall marketing period last year, so the company applied predictive response modeling to quickly find its best prospects.


    In conjunction with KBM Group: Health Services, it selected top prospects from its list of 2 million addresses. Insurers were only able to communicate with prospects before the October 1 enrollment start date if the marketing communications remained benefit neutral. Complying with the regulation, Windsor mailed a copy of the US Social 
Security Administration's "Medicare" guide in a 6" x 9" envelope to its 200,000 best prospects in the five-state region of Alabama, 
Arkansas, Mississippi, South Carolina and Tennessee on September 17, just two weeks prior to the marketing start date for the Medicare Annual Election Period. Windsor sent the piece to these top-performing five deciles after studying the demographics and psychographics of those who had responded to marketing from them in the past.


    "We wanted to make sure that everyone was aware of new regulations," says John Sowell, VP of marketing at Windsor Health Plan, Inc. "Because there were many changes with Medicare, the election period and new published social security guide, we wanted to make sure all eligibles in our service area were fully aware of the changes that were coming their way."


    After October 1, insurers were able to discuss specific benefits with eligible prospects. Spanning October 15 to November 8, Windsor sent three different direct mail packages out to 200,000 additional prospects, aimed at generating leads for its Medicare Advantage health plan. The initial 200,000 targeted in September received the packages as well. The packages tested included a No. 10 envelope, a 9" x 12" envelope and a 6" x 9" self-mailer.


    The campaign garnered a response rate of 1.64%, and 20,000 direct mail leads, says Sowell. He attributes Windsor's speedy turnaround from the time it dropped the benefit-specific direct mail piece in October to enrolling the member — an average of 36 to 38 days — to its earlier planning. "What we looked at is if we don't get a much earlier start, our window is so limited that we'll never be able to generate enough leads to make our sales goals," he explains.


    "Windsor was among a small group of 
clients that were willing to communicate with the universe before they could sell them anything," adds Dennis Barnes, Jr., president of KBM Group: Health Services. 


    The competitive landscape of the healthcare industry has forced such marketing sophistication at places like Windsor. However, while insurers and pharmaceutical companies tend toward a well-developed targeted direct marketing approach, hospitals have lagged behind, focused more on a traditional marcomms approach to generate awareness.


    "When [hospitals] start applying too much of a marketing lens around driving business results, they start to lose that altruistic feel of what they're trying to do," says Jamie Peck, managing director at Rosetta Healthcare. 


    Another catalyst for hospital systems' hesitant position in adopting direct marketing tenets such as predictive response modeling is their much lower marketing investment compared with insurers and pharmaceutical companies. Jan Lansing, VP of marketing and communications at Children's Hospital of Orange County, says that her market audience of pediatric healthcare is much narrower and limited compared to the vast databases of insurers and pharmaceutical companies. 


    "In the case of children's hospitals, there's very limited predictive response modeling you can do, since most children are healthy," says Lansing. "Congenital heart disease among babies is not something you can predict, whereas most adults during the course of their mature lifetime will have cancer, heart disease or orthopedic issues. That happens in significant numbers that you can model. That is not the case with pediatric healthcare." 


    Because hospitals rely on investment and support from philanthropic donors, they 
often focus on the management of their database of donors to the detriment of other goals, such as promoting services. 


    The Children's Hospital of Orange County had both goals in mind when it launched its new brand marketing campaign featuring local print, broadcast, outdoor, banner 
advertising, paid search and social media. The campaign's objectives, says Lansing, is to increase volume into selected strategic areas of the hospital's clinical offerings, as well as increase philanthropic support.

    "Hospitals have been a destination when you have a need. That's more of a branding and awareness issue versus a direct marketing issue," says Barnes. "Now hospitals still need to worry about brand recognition, but they also have to recognize that there are so many alternatives. They need to communicate more to us in a one-to-one fashion."


    Sue Jablonski, chief communications officer at OhioHealth, a Fortune 100 nonprofit healthcare system with eight member branches, also believes that hospitals must balance focusing on brand awareness and use a targeted approach. She also cites 
hospital systems' local reach versus insurers and pharmaceutical companies' national focus as a reason why hospitals are behind in terms of more targeted direct marketing. 


    Sally Foister, director of marketing services at Greenville Hospital System University Medical Center (GHS), acknowledges that hospitals aren't as far along as insurers and pharmaceutical companies, but she disputes the notion that hospitals neglect segmentation and other CRM tools. GHS uses eVariant as its CRM vendor, and it is able to pluck from its patient database those with an indication of risk for vascular disease in order to send them a direct mail piece for vascular screening each month. 


    Hospital marketers remain positive on their sector's adoption of more advanced marketing methodology. "As our resources become more limited, we have to get smarter and more targeted," says Jablonski. "It's going to be a long time before you ever see the broad image advertising going away, but I think the mix is going to change more over time."

    View article source >>

    PM360 THINK TANK: Best Practices in Launching New Indications

    Steve Hamberg, Rosetta, gives his expert opinion.

    1. How does launching a new indication differ from launching a new product?
    2. Can you cite a particularly successful new-indication launch?
    3. What are the critical pre- and post-launch decisions?

    Steve Hamburg
    Chief Creative Partner
    RosettaWishbone
    steve.hamburg@rosettawishbone.com

    Launching a new product typically involves the creation of a new brand. And creating a new brand is a comprehensive process that involves strategy, positioning, messaging, and creative execution—all on a fundamental level. An entirely new entity is built from the ground up, with its own visual presence, personality, and lexicon. And this new brand is inherently designed to be distinct from everything else in the competitive landscape. Launching a new indication is a different kind of undertaking, more akin to adding a wing to an existing house than to building the house itself. You’re still constructing something new, yet what you’re building should be contextual with the existing structure, conforming to the design and purpose that already exist. In fact, if the addition isn’t properly integrated into the existing structure, the entire house can be destabilized.

    In similar fashion, the most effective launches of new indications are the ones that are most unified with the core brand. Even as new data, claims, and messages are communicated, the underlying brand value should be reinforced. As additional indications are added—which typically occurs in the life cycles of major pharma products—those indications should be marketed in a manner that’s continuous with the core strategic and creative imperatives of the brand.

    A good example of this kind of coherent “indication expansion” (and one I was fortunate to work on) involved the brand Remicade (infliximab). Remicade is a monoclonal antibody/ TNF-alpha agent used in the treatment of autoimmune diseases. First launched in 1998 for the treatment of Crohn’s Disease, Remicade has since gained a number of important new indications: rheumatoid arthritis, psoriatic arthritis, plaque psoriasis, ankylosing spondylitis, and ulcerative colitis. As each new indication was added, new claims, data, and messaging were added to the brand lexicon. Yet the overall brand “voice” was maintained, as was the overall brand “look.” Multiple indications did not result in fragmentation; rather, the brand was strengthened as a result of having expanded medical relevance and of communicating that relevance in a consistent, unified, branded way.

    View the remaining expert opinions here >>

    Rosetta Advances to #8 in Advertising Age 2011 Agency Report

    23% Revenue Growth Fuels Advances in Both World and U.S. Rankings

    NEW YORK, April 26, 2011 — Rosetta, the largest independent interactive agency in the U.S., improved its position in Advertising Age’s recently released 2011 Agency Report by rising to the eighth largest U.S. digital agency. Rosetta’s revenues increased 23.1 percent over 2009 to $218 million. The agency was also the third fastest growing agency in the top ten.

    Thirteen-year-old Rosetta advanced on several fronts in the annual Ad Age rankings:

    • Largest CRM/Direct Marketing Agencies in the World: #9
    • Largest U.S. Search Marketing Agencies: #13 (up from #14)
    • Largest U.S. Healthcare Agencies: #16 (up from #17)

    “We are pleased to be recognized by Advertising Age as one of the nation’s top digital and direct interactive agencies,” said Rosetta CEO Chris Kuenne. “This recognition, in combination with our #1 Agency-To-Watch designation, stand as endorsements for our strategy of integrating insights, ideas and technology to drive marketing transformation for our clients.”

    Rosetta’s Search Marketing  practice grew by 33.7 percent in 2010, while Healthcare increased by 14.8 percent and CRM/Direct Marketing grew 23.1 percent.

    “In 2010, Rosetta’s traction in deepening existing client relationships while adding new important clients to the agency roster is testament to our progress in helping CMOs understand their brand’s most valuable customers better than the competition and translating that understanding into more effective marketing,” said Kuenne. “Thank you to our clients for their valued partnership and to our 1100+ team members for their talent and commitment to driving business impact for our clients.”

    About Rosetta

    Rosetta is the largest independent interactive agency in the U.S. and is ranked by Ad Age among the top ten overall. Rosetta was recently named the #1 Agency to Watch in Ad Age’s Agency A-List. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translates those insights into more personally relevant experiences enabled by personality segmentation  and technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    Rosetta has deep industry expertise in Healthcare , Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. Rosetta is headquartered in Princeton, NJ, with additional offices in New York, Cleveland, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose, CA.

    For more information, visit www.rosetta.com.

    CMO.com: 3 Lessons CMOs Taught An Unlikely Student

    By Gary Scheiner, Managing Partner, Chief Creative Officer

    With years of experience sitting in boardrooms, participating in conversations with leading CMOs, I’ve learned invaluable lessons on how marketing works, how brands get built, and how mistakes get made. Here’s what you’ve taught me.

    Lesson #1: Silos waste money, time, and opportunity.

    The vast majority of you run your organizations in silos. Marketing controls the brand. Tech controls the Web site or e-commerce site. Perhaps a social media director oversees “nontraditional” marketing initiatives. And none of you talks to each other. My agency has answered no less than two-dozen RFPs this year for e-commerce builds in which the lead client is the CIO or CTO. When we ask about the brand, we are generally greeted with indifference. “This is a platform RFP, not a marketing RFP,” we are told.

    Why is there a difference? Isn’t your e-commerce site (or mobile app or social marketing program) an expression of your brand? Shouldn’t the tools and experiences that the platform enables be directly in line with what the brand stands for? If you break down internal silos between tech and marketing, then a whole new world of opportunity will suddenly emerge. Look at Apple. At its core, Apple is a technology company ruled by left-brained geeks. But those geeks like to party hearty with right-brained artists and designers who create wonderfully creative worlds. One without the other would never work. But in tandem, they create the kind of emotional bond with their consumers that make every one of you salivate.

    Lesson #2: No one agency can do everything. But some do “more” better than most.

    Back in the days of Bernbach and Ogilvy (or Sterling and Draper), you could get away with a single agency for all your marketing needs. Then came Howard Draft and Lester Wunderman, and suddenly you needed specific experts. And thus you created a whole new set of silos. General agencies had no desire to play in the direct marketing space. And up until the last decade, they wanted very little to do with digital marketing either. So everybody played their positions, and you were the quarterback. The trouble is, technology is rushing everyone toward the center, where everyone is trying to claim dominance. But here’s the thing:

    • General agencies are good at strategy and ideas, but not results.
    • Direct agencies are good at results, but not technology.
    • Digital agencies are good at technology, but not strategy or ideas.

    You need to find partners that will create the fewest barriers to success. Those agencies that can deliver insightful strategies, breakthrough creative, technological know-how, and actionable, measurable results will have the biggest impact for you and your bottom line. If you can’t find that in one agency, then make sure you do whatever it takes to bring all of your agencies together around the same table. Trust me, we all have egos, but in the end we all just want to do great work.

    Lesson #3: You need to be constantly transforming your business because technology won’t wait.

    What marketing programs do you execute today that don’t involve some sort of technology? Everybody wants an app. Retail stores are now mobile. Consumers tweet, blog, and post about your brand in every conceivable place on the planet. Even your TV commercials (that dying medium that just won’t seem to die and never really will) wind up on YouTube and Hulu and will very soon be completely interactive. It was technology that enabled the single most brilliant campaign of this past year--the Old Spice Twitter campaign. It was technology that was at the heart of Best Buy’s “Twelpforce” and Nike’s “Chalkbot” campaigns. Technology is a launching pad for great ideas. It makes marketing work in a world where everyone is connected to everything and your brand is just a click away. And that means technology has to be at the heart of everything you do.

    So your CIO should be clued in to everything. And your agencies should be able to build what they sell you. I tell my creative teams all the time that we work for a technology company as much as we work for a marketing agency. And that virtually anything we can conceive, we can build. That’s the kind of synergy you want from your agency partners. Plan it. Design it. Build it. Track it. The fewer the silos, the faster it will get to market. And the more cost effective it will be.

    You Can Only Fake It For So Long

    Today’s marketing requires broader competencies and more innovative solutions than the usual stable of agencies can provide. It’s incumbent on you to seek partners that see the bigger picture and have the ability to make it all happen efficiently, economically, and, most important, with the biggest impact.

    So that’s what you have all taught me. Not rocket science, but invaluable, nonetheless. It’s my sincere hope that the teachers will become the students.

    View article source >>

    DMNews: Rosetta plans email campaign for Pirelli

    By Tim Peterson

    Rosetta will launch an email marketing program for Pirelli Tire North America later this month.

    The effort will promote the Pirelli GP Challenge online fantasy game, in which consumers can earn points based on Formula 1 Grand Prix races. Pirelli will initially send messages to consumers who opted in to receive emails from Pirelli via an iPad-based lead generation campaign Rosetta developed for the company last year.

    “We are the tire supplier for Formula 1 throughout the world, and it's an opportunity to activate that further,” said Gravalos. “Tied to that, we're doing a promotion for the Pirelli GP challenge, think of it as fantasy F-1 online.”

    The tire company also said April 5 that it has renewed its interactive AOR relationship with the agency, which includes search and display advertising services as well.

    There was no RFP process, said Tom Gravalos, VP of marketing at Pirelli, which named Rosetta its interactive AOR in March 2010. Rosetta is Pirelli's only AOR in North America; its global AOR is Young & Rubicam, said Gravalos.

    View article source >>

    Tire Business: Pirelli renews digital ad agency through 2012

    Pirelli Tire North America Inc. has renewed its contract for digital and interactive advertising and marketing with Rosetta Marketing Group L.L.C. through 2012.

    The contract renewal continues a relationship that started in 2010, Rosetta said, and led to the development of Rome-based Pirelli’s search and online display marketing efforts.

    In 2011, Rosetta is focusing on developing and executing new email marketing and social media platforms to help Pirelli reach customers across a variety of touch points.

    “This year, we are much more focused on engaging consumers through highly targeted and personalized marketing efforts, with a heavy emphasis on CRM and social media platforms,” said Paul Elliott, partner in Princeton, N.J.-based Rosetta.

    Among the initiatives Rosetta developed for Pirelli was an iPad-based lead generation technology that allows Pirelli representatives to roam the show floor at industry conferences with iPads, collecting contact information from attendees.

    View article source >>

    Agency Spy: Pirelli Retains Rosetta

    By Kiran Aditham

    Tire manufacturer/VIP calendar distributor Pirelli continues to define its agency relationships. Weeks after it handed its Brazilian account to StrawberryFrog Sao Paulo, the brand announced that it's retained Jersey-based indie agency Rosetta (without a review) as its interactive AOR through 2012.

    Rosetta, which counts a host of healthcare clients as well as OfficeMax, initially earned AOR status for Pirelli back in April 2010 and subsequently led search and online display marketing efforts for the brand in North America while also developing iPad-based lead generation technology for Pirelli reps. This year, Rosetta is focusing on developing and executing email marketing and social media (of course) efforts for the brand.

    View article source >>

    Advertising Age: Agencies Need a New Perspective When It Comes to Handling Profit

    By Tom Adamski, CEO, LEVEL Studios, A Rosetta Company

    To meet the demands of this dynamic age, where technology creates audiences and businesses overnight, agencies need a new approach to profit. Because advertising is an M&A-driven business, we tend to think the most valuable agencies are the ones with the highest net income. Instead, we need to view profit for its more important purpose: as a driver of innovation, transformation and sustainability.

    Clients need to build brand platforms and products that work on multiple channels and devices, and do it faster and less expensively. To stay a step ahead and win engagements, agencies need to develop not only unique creative and content, but core technology as well.

    Every agency CEO should have this as a key priority: How can I run the business to invest more in innovation? People produce what you incentivize them on, so we have to create new structures to inspire, recognize and reward the things that drive greater business impact for clients. Increasingly, those things are technology that creates meaningful brand experiences.

    We can grow competitive, sustainable agencies by keeping profit in perspective. If you manage your business to 20 points of margin but invest 12 points into getting smarter and better for your clients, you can still post eight points at year-end. You're cash-flow positive, more competitive and more strategic, because you've planned for innovation.

    By contrast, maxing out profit can run companies too hot. While it helps cash flow in the near term, this approach is not sustainable, burning out staff and creativity in the process.

    Profit optimization takes discipline that doesn't come naturally for advertising people. At Level, we experienced this three years ago.

    After failing to metabolize client breakthroughs into agency muscle, we created Level Labs, a budget that lets us overinvest in projects as a way to develop new ideas we think the market will demand in 12 to 18 months.

    We require managers to propose and justify Labs investments before we bid on a new campaign. The message: Manage a project to margin and you get to do the cool stuff that you and your staff want to do. The cool stuff ultimately differentiates the agency's skill-set and puts it in a leadership position. When you're all about maximizing profit, it's difficult to green-light those projects.

    As much as we plan investments, we still have to be fluid. If we sink more hours into a client project than budgeted, the Labs fund shrinks because it has to cover the budget overage. And sometimes we have to reallocate resources.

    It's not a perfect system, but it's clear to the entire agency that we're committed to investing in innovation.

    Think about how a 15% lift in enthusiasm can produce new ideas, focus and satisfaction at work. When people enjoy performing at a higher level, clients get better results.

    It's really the continuum for service businesses. Producing business results for clients drives earnings; investing a solid portion of earnings into innovation and culture creates new capabilities; capabilities attract new client engagements and talent; and the cycle repeats.

    Profit is a byproduct of the well-run business; it should not be the compass for our organizations.

    It's time for a new financial model that values return-on-innovation and rewards the total market performance of an agency.

    View article source >>

    DMNews: Darwinian chase through search marketing

    By Tim Peterson, Rosetta Partner Paul Elliott weighs in on the conversation

    Marketers' search programs must be laser-focused but nimble to keep up with algorithm tweaks and social and mobile while not neglecting the essentials of SEO that can organically propel brands to the top.

    When Taco Bell was sued this January over the quality of its beef, issuing a press release was not enough of a response. Neither was taking out full-page ads in several national and local newspapers. Neither was creating a YouTube video featuring Greg Creed, the company's CEO, addressing the lawsuit, or a Facebook campaign.

    A day after Taco Bell received the lawsuit — and a day after "Taco Bell Meat" was the tenth most searched term on Google — the fast food chain launched a search campaign "to get the facts in front of a lean-forward audience who was proactively searching for information," says Juliet Corsinita, Taco Bell's senior director of media services, via e-mail.

    "We wanted to make sure that our official statement was the first thing our audience saw when searching about the beef lawsuit and to ensure that 
the real facts were shared," Corsinita adds. 


    To position the company's viewpoint in the search rankings, Taco Bell threaded relevant keywords throughout its "news releases, the website and 
video descriptions to increase organic search," says Corsinita. The company centered its paid search 
campaign, conducted by Draftfcb Chicago, around several keywords, including "taco bell lawsuit," "tb lawsuit," "Taco Bell," "Taco Bell menu," "seasoned beef" and "taco meat." 


    Taco Bell created a new landing page dedicated to the lawsuit that "featured Taco Bell's official statement, the print ad and the video from Creed," says Corsinita. 


    "We used this landing page to update with new information as it became available. We also 
optimized our mobile site at m.tacobell.com so that 
users could access the information from their phones."


    Taco Bell understood the centrality of search to the success of all other marketing efforts. Search engine marketing (SEM, or paid search) has come a long way since the first ad — for live mail-order lobster — 
appeared to the right of Google's search results in 2000, and search engine optimization (SEO, or organic search) has come a long way from ensuring a keyword appears frequently on a Web page. Topping a search results page is no longer so simple. 


    Effective search marketing still revolves around thinking like a customer — Google advises as much for those who employ its AdWords offering. With the increasing personalization of search through the introduction of tools such as social search, instant search and location-based search, how does a marketer think like a customer when that customer has so 
many disparate thoughts?

    "Now we're shooting with a laser where years ago we had the opportunity to just use the shotgun and spread that really wide buckshot," says Paul Elliott, 
partner in consumer products and retail at interactive marketing agency Rosetta. 


    The growing precision of search has forced large national retailers like Walgreens to completely 
rethink their paid and organic search marketing 
efforts. "Walgreens campaigns have changed pretty much 180 degrees," says Vural Cifci, the director of search and acquisition marketing for Walgreens. "When I took over the [Walgreens] program, we decided to take a look at what has been done and first fill 
the gaps, and then tackle the entire SEM and SEO 
program from scratch." (Editor's note: Direct Marketing News interviewed Cifci in February when he had been leading Walgreens' search marketing for nearly a year. He was expected to move to Travelocity as director of acquisition in March.)


    Cifci and his team first looked at "how search marketing played a role in the overall marketing mix," he says. They sifted through the search data to identify areas of strength and weakness. His team's response was to build from the backbone of search marketing and to layer on it newer search features. 


    "The first initiative was getting 100% presence of all brands that Walgreens sells in our campaigns. The second initiative was making sure the product ads are utilized," says Cifci. "The third initiative was trying to take advantage of the reviews and star ratings in the ads. The fourth initiative was to have a very accurate representation of our locations in various Google products, including Google Maps."


    Walgreens relies on iProspect for campaign execution and Kenshoo for search software, while handling 
software in-house.


    It's notable that Walgreens' first two initiatives 
focused on traditional SEO and SEM. Since revisiting the company's search marketing efforts, "the paid search campaign has generated about 39% more 
revenue year-over-year with a flat budget," says Cifci. 


    He allots partial credit to the adoption of interactive ad features such as location and product images, but also credits the creation of dedicated product 
landing pages. Just as an athlete has no business bench-pressing 300 pounds if they're not even able to perform a push-up, a search marketing campaign that chases 
after optimizing for search engines' newer complexities is doomed if the search engine cannot effectively crawl a company's landing pages.


    In the maelstrom of interactive features, marketers must not forget about the basics, says Elliott. "Just because things are changing over time doesn't mean you can completely abandon the factors that go into good SEO health or proper management of your 
paid search campaigns."


    Back to basics

    Although Seattle-based Fierce, Inc. has been around since 1999, the leadership training and development company is in the early stages of using search marketing to develop leads, says president and CEO Halley Bock. The primary challenge Fierce faced was 
differentiating itself from its competitors in a saturated space. In addition to "leadership," the company's top-tier terms also include "development" and "training." To help Fierce rank higher on the results page for such broad keywords, the company began to focus its content around the terms. It has adjusted its blog 
categories to line up with the keywords, developed landing pages specific to the keywords and also made sure to feature these head terms in its whitepaper and press release boilerplates.


    "After nailing down our keywords, we're now in the process of optimizing the structure of our website, its content and its links, so that in about 30 days we can turn around and start looking at results. At that point, I feel like we'll be very agile because we'll have that backbone created," says Bock, who uses online marketing platform Optify's keyword marketing tools.


    According to Brian Goffman, the CEO and cofounder of Optify, the integration of keywords and content is vital. "If you want your content to be discovered, you have to write it in a way that uses words and concepts that people are actually searching for," says Goffman. 


    The Economic Development Council of Western Massachusetts recently discovered that importance. The nonprofit corporation runs a news page on its site that curates content relevant to Western Massachusetts businesses via marketing software company HiveFire's Curata tool. Mike Graney, SVP of business development at the nonprofit, says he had been searching for a news story on a CEO in the region. 


    The story didn't pop up anywhere "it typically would show up — the local paper, The Wall Street Journal, etc.," says Graney. He then did a Google search of the CEO's name "and the top page that came up was his page on our Curata site. What we found from the analytics is that if somebody's searching for an entity in Western Massachusetts, the site that pops up really high on Google is our news site. It was even higher than his page on his company's website."


    Recent developments in search are likely to complicate such success stories. In late February, Google announced that it had updated its algorithm to reduce rankings for sites that copy content from other sites, in addition to other criteria. The change is intended to target websites that produce multitudes of low-quality content solely to improve search rankings. Google calculates the change will impact only 12% of search queries, but others aren't so sure. 


    Geoffrey Shenk, managing director of search marketing platform Kenshoo's North America division, says it could hamper the rankings of newer sites that do not have the same domain authority of large sites that have been in existence for years. 


    Nonetheless, other recent algorithm additions could help startups and new businesses to offset that impact. In fact, new features including social search, local search and instant search have the potential to upend the existing search hierarchy by removing the ability of large companies' to control their ranking.


    Search Darwinism


    Google has said that its search algorithm uses more than 200 signals, each with up to 50 variations, to 
determine a website's ranking and that this algorithm is updated weekly. Bing has said that its search algorithm looks at more than 1,000 signals. The introduction and emphasis on newer signals, such as social 
networking sites and location, have really raised the stakes for search marketers.


    In February, Google said it would begin integrating information from social networking sites such as Twitter and Quora into a search algorithm. If enough of a user's Twitter followers have publicly shared a link — and the user has linked his Twitter feed to his Google Account — the link will rank higher in that user's 
relevant search results. Bing also said it will tie Facebook "likes" into the rankings for all URLs.


    From a search marketer's perspective, the introduction of social content into search rankings steals marketers' abilities to control their message and their brand reputation. From the search engine's perspective, social search reinforces the Darwinistic qualities that have made Google the dominant search engine. 


    "You can't cheat to get to the top of the Darwin period. You have to actually go through the natural selection process," says Craig Macdonald, SVP and CMO at 
Covario. "The search engine's market is relevant 
content, and they want that relevant content to be 
voted on by the population." 


    Macdonald pointed to a recent campaign Covario created for Web and e-mail hosting company Rackspace that succeeded because of its search and social integration. The agency built an infographic on the 
history of e-mail and its new capabilities that Rackspace customers could use in PowerPoint presentations to justify their e-mail budgets. 


    Meanwhile, local search, which is closely tied with mobile search, also presents a new opening for search marketers. These days, smartphone users can 
enter "mascara" in a search, retrieve results based on their location and then confirm the identified retailer 
carries the product via Google's Click-to-Call feature, which is also enabled on non-mobile browsers. Google has reported a 400% increase in searches from mobile phones in 2010 — one in five of which were local-related. Additionally, comScore found that four out of every five phones purchased in 2010 were smartphones. James Beveridge, a senior analyst at the former Google-owned search agency Performics, which was acquired by Publicis Groupe in 2008, found that year-over-year paid search mobile impressions have increased 238%, compared with a 13% increase from computers. 


    To take advantage of interactive, mobile-enabled features like Click-to-Call and location-based results, marketers should optimize their results entry information specific to mobile, says Daina Middleton, CEO of Performics. Rosetta's Elliott adds that, as with social search, local search "is a leveling of the playing field for smaller business owners or single-location business owners," which means added competition for large businesses such as Walgreens.


    Cifci says that Walgreens has tripled the mobile portion of its search budget. "If you were to look at our search clicks that we receive, mobile accounts for 20% to 25% of our campaigns, depending on the month." As many companies have begun to do, Cifci says that Walgreens will be launching a mobile site by the end of April that will optimize the delivery of location-related information to users.


    Walgreens is also optimizing for the increased adoption of instant search, says Cifci. He said that the feature, which Google launched last September, has had "no impact that we can speak of right now" but that he expects that to change. 


    By updating the results page as a user types, a user who intends to search for "Sears" could type "sea" and be presented with a page in which SeaWorld tops the results rankings, potentially redirecting the user away from their initial search. Adam Bunn, SEO director at search marketing agency Greenlight, says that instant search forces advertisers to "think what are the stages that people are going to do an instant search for within a keyword. It's still the same SEO tactic or bidding 
approach, but it broadens what you need to be focusing on into a big basket of keywords."


    At a more tangible level, instant search affects the way that Google measures impressions for advertisers. Now, impressions are counted if a user clicks on instant search results or if instant results are displayed for a minimum of three seconds. This impacts advertisers who employ AdWords on a pay-per-impression scale. 


    It also impacts marketers who have yet to navigate their focus to optimizing instant search. Tim Holstein, director of sales and marketing at software developer SalesPad Solutions which uses Acxiom's analytics services, says that instant search has indirectly increased the traffic driven to the company's site. 


    "It used to be the only way you would have been 
presented with an offer from our site was to type 'salespad' exactly," says Holstein, whose company's software specializes in enhancing business tool Microsoft 
Dynamics GP, formerly known as Great Plains. 


    Although marketers such as SalesPad Solutions may indirectly benefit from search engines' newest features, they are best served by engaging and integrating the latest technologies as marketing tools. 


    "I think that the search marketer should definitely be thinking about how can I get found in all the paths 
that my users might be taking around the Web," 
says Shar VanBoskirk, VP and principal analyst at 
Forrester Research. 


    Volkswagen represents one such marketer. The car company leaked its "The Force" commercial online before February's Super Bowl and used search, social media and YouTube to generate buzz around the ad — as well as 13.7 million views prior to kickoff. 


    Volkswagen, which worked with its global media AOR MediaCom, monitored that pregame buzz via social channels, such as Facebook and Twitter to 
optimize the campaign's search marketing component by owning keywords associated with the effort.


    Searching for what's next


    The search engines trade on their ability to deliver relevant information to users. The evolution of the results page from 10 blue links to entries augmented with multimedia, maps, "likes" and tweets has challenged marketers to engage consumers on a more personalized level. Unlike a decade ago when most could not imagine the rise of universal search, the next evolution of search may be even more immediate, more interactive and more integrated. 


    According to Elliott, Google is currently beta-testing the ability to check a single store's inventory via a search engine. Cifci says that Walgreens is "discussing providing local inventory pricing information" to the search engines. This development does not seem altogether inventive as many e-commerce sites feature the ability to search a local store's inventory. What would be inventive, however, is the ability to conduct those searches without keywords.


    "I do believe that Yahoo, Bing and Google are heading down that path of creating a mobile search experience where users potentially won't be typing. They'll be talking or taking videos or taking pictures of [objects] and getting results back in a fairly real-time environment," says Shenk. 


    Existing augmented reality applications like Google Goggles and Bing Vision offer mobile users the ability to conduct searches via their phones' camera. Currently, the apps primarily handle searches related to physical landmarks or scan barcodes and cover jackets for books, CDs, DVDs and video games. 


    However, Shenk imagines a near future in which those apps will also be able to identify a pair of sneakers someone is wearing and render a results page that also maps local stores that carry the product. That will rely on backend development requiring precision correlation between images and exact products. Then again, only a few years ago social search still required a friend to be in the room.

    View article source >>

    DMNews: Fine-tune search data analysis

    Rosetta Partner, Paul Elliott, gives his expert opinion on the subject.

    The purpose of search engines' evolving complexities may be to deliver more precise results for users, but a byproduct of that accuracy is more targeted data collection for marketers. "Search is the only opportunity you have where somebody is purely coming and saying, 'This is what I'm in the market for,'" says Paul Elliott, partner in consumer products and retail at Rosetta.


    Search allows marketers a peek into the long tail of search-to-conversion. Vural Cifci, director of search and acquisition marketing at 
Walgreens says that in mid-February, "we were pulling some data, and it showed us that there were 12 searches done over the course of a 48-hour period by the same user before they made a purchase."


    Insights like these are beginning to chip away at the last-touch attribution model that many marketers and agencies perceive as inflating the ROI credited to search. 


    Compounding that distortion are the diminishing returns found in keywords, says Steve Latham, founder and CEO of Encore Media Metrics, which measures keyword attribution. He cites market saturation that will allow only incremental improvements driven by fine-tuning. Latham says the question will be "how do you get more for the same budget." 


    One way that companies could stretch their dollars, says Cifci, is to capitalize on the integration of social media and search by "building custom landing pages around the content they are trying to push through social results, so that they can actually own the first half of the results page." 


    Walgreens employs software company Endeca to "record all the searches people do on the Walgreens website," says Cifci. This allows Walgreens to derive what changes need to be made to the site's taxonomy to improve consumer experience but also "to build advanced search results pages, which then cycles back to the search engines and bolsters the retailer's ranking, says Cifci. 


    However, Elliott says marketers and agencies must look outside the scope of search in order to really maximize return. "We learn from our analytics and adjust our paid search marketing," says Elliott. "Oftentimes, it stops there as opposed to saying, if these words are making people take action, might I want to consider using that in my catalog, in scripts that I write for my call center or in in-store signage.


    View article source >>

    MultiChannel Merchant: SEO and Replatforming: How Your Ecommerce Upgrades or Overhauls Can Affect Search

    By Paul Elliott, Partner, Consumer Products & Retail

    How Your Ecommerce upgrades or overhauls can affect search

    More than half (57%) of online retailers increased their ecommerce technology spending in 2010, according to The Forrester Wave: B2C ecommerce Platforms, Q4 2010. That's because ecommerce platforms have a “relatively low cost” and a high return on investment.

    But the reality is that changing or upgrading ecommerce platforms can have a much higher cost than anticipated when the impact on search engine optimization is overlooked.

    Most major ecommerce platforms tout their ability to produce “search-engine-friendly” or even “search-engine-optimized” websites by simply deploying their out-of-the-box software.

    But like many other commitments made during the sales process, real world examples make it clear that out-of-the-box search engine optimization can be as elusive as a free lunch. And we all know there is no such thing as a free lunch.

    Several times during the past year, our SEO team has been called on to help merchants diagnose and remedy the ill effects of platform implementations on search engine performance. These retailers were not seeing the performance gains they were expecting from launching their sites on a new platform. In fact, all of them experienced a detrimental impact on the search results they'd had prior to the upgrade.

    The experience of a major online specialty retailer that migrated its existing commerce site to a new one built on an industry-leading ecommerce platform illustrates how such a move can affect SEO.

    Prior to the site migration, organic search represented one of the single largest (and certainly most economical) sources of website traffic for this large retailer, averaging nearly 30% of site traffic throughout the year. Immediately following the launch of the new site, however, the paradigm changed dramatically.

    Most, if not all, of the organic search key performance indicators (such as keyword rankings, number of indexed site pages, percentage of organic-referred traffic, and percentage of organic-referred revenue) showed a major issue that had to be addressed quickly.

    By the time holiday 2010 came around, the retailer was in true crisis mode, with organic search down roughly 95% from the prior year. This meant that a significant increase in paid search expenditure was needed just to help fill the gaping hole left by the drop in organic search performance.

    The end result was a precipitous drop in the merchant's fourth-quarter revenue and profit due to the disastrous organic search performance. So much for ecommerce platforms having a “relatively low cost.”

    While there were many factors that ultimately contributed to the organic search problems, the following are some of the major culprits that were tied to the new ecommerce platform or decisions made during the migration process:

    URL STRUCTURE

    Best Practice: An optimized URL ideally includes targeted keywords and only alpha-numeric characters.

    What we found: This ecommerce deployment produced painfully long URLs that included session IDs and other suboptimal parameters. While the ecommerce platform uses a “cloaking” solution to (supposedly) remove session IDs for the search crawlers, Google's index clearly shows the solution does not work in all instances.

    Recommended solution: If the selected ecommerce system package does not offer flexibility for altering the URL structure, you can use various external URL mapping or rewriting solutions to remove the nonalphanumeric parameters, as well as shorten the overall length and complexity.

    DIRECTORY LENGTH/STRUCTURE

    Best practice: While URL length is more often a business decision than a technology issue, Rosetta recommends that URLs be shorter than 75 characters and contain fewer than three levels of directory depth.

    What we found: In this deployment, we found URLs that averaged in excess of 150 characters and six levels of depth for product detail pages, causing significant problems with indexation and passing of link value.

    Recommended solution: Just because a page technically lives deep in the site hierarchy does not mean that the URLs must reflect that depth. Many retailers make the mistake of building URLs in a similar fashion to navigational breadcrumbs.

    But it's not necessary to represent all of the multiple sub-categories and filtering options in the URL. Simple rules can be established to help flatten some of the directory levels presented in the resulting URLs.

    CANONICAL URLS

    Best practice: Canonicalization is the process of picking the best URL when there are several choices. This helps the search engines concentrate their focus and consolidate incoming link value.

    What we found: We found as many as six different ways (URLs) to access this retailer's homepage.

    Recommended solution: Canonicalization is most effectively managed through the combination of rel=”canonical” tags and 301 redirects. This approach ensures that all major search engines can find and maintain only one version of the URL in their indices, therefore maximizing link value and authority.

    DUPLICATE CONTENT

    Best practice: High quality — and highly valued — sites avoid publishing multiple pages with duplicate content. Duplicate content can not only affect an individual page's performance, but, in aggregate, reduce the overall authority and quality score for the domain.

    What we found: Poor implementation of ecommerce platforms and connected applications (like on-site search and product recommendations) can lead to inadvertent, technology-driven duplicate content. We found tens of thousands of pages and empty page templates that were likely perceived as duplicate content by the engines.

    Recommended solution: Because duplicate content can be caused by a wide variety of technical missteps, the recommended solutions vary almost as greatly. But by directing the search engine spiders to avoid certain pages or directories, the robots.txt protocol or meta robots (with no index) are very effective for correcting many instances of duplicate content.

    Google and Bing both offer pattern-matching options with regular expressions that can be used to identify pages or subfolders that should be excluded. These two characters are the asterisk (*) and the dollar sign ($).

    * - is a wildcard that represents any sequence of characters

    $ - matches the end of the URL

    While there are no doubt many other on- and off-page factors that affect search engine performance, starting with a solid technical base is a must. As the cautionary tale of our retail example demonstrates, your business deserves more than an empty sales promise from a software salesman.

    A well-planned and tested technical SEO strategy will lay the foundation for overall SEO health and strong organic search performance.

    Paul Elliott is a partner in Rosetta's Consumer Products and Retail Vertical, and previously founded and led the digital and direct interactive agency's Search & Media Practice.

    View article source >>

    Businessweek: Tackling a Real-World Social Problem

    Sisi Zhu, Senior Consultant at Rosetta, places third in the top twenty ideas for a better MBA

    Third Place: Tackling a Real-World Social Problem

    Winner: Sisi Zhu, Senior Consultant at Rosetta, an interactive marketing agency

    Idea: Zhu's idea is to integrate a practical ethics experience into the business management curriculum so that graduates will be ingrained with a sense of responsibility for the decisions they will be empowered to make. Students will spend several weeks working with public and private employers to alleviate major problems for real people, such as helping a school face budget cuts or a small business stay in operation. They will be able to witness firsthand the very tangible impact of their decisions. This not only brings to life the decision-making process and tests leadership and teamwork in a real-life setting, but also serves as a lasting lesson in business ethics. Zhu hopes her idea will help students consider the grand scheme of things, rather than fall into patterns of potentially destructive, self-aggrandizing behavior.

    Zhu: "In concentrated efforts bit by bit, students can help relieve some of society's trouble spots and offer their collective brainpower for the greater good. If this project spreads nationwide, possibly even worldwide, management education will profoundly enrich many more lives around the globe."

    View article source >>

    Rosetta Promotes Three to Partner

    Princeton, NJ, March 29, 2011 — Rosetta, the nation’s largest independent digital and direct interactive agency, today announced that Kierston Gedeon, Patti Habig and Frank Iqbal have been promoted to the position of Partner.

    “Rosetta’s competitive edge derives from the extraordinary mix of experience and expertise of our Team Members, which provides a richer developmental opportunity than competitive agencies can offer,” said Chris Kuenne, Rosetta CEO and Chairman. “These promotions exemplify our dual focus on nurturing, growing and rewarding our existing talent with an ownership stake in a fast-growing agency and acquiring new businesses and capabilities that will enable us to continue to drive measurable impact for our clients by transforming how they go to market.”

    These promotions bring the total number of Partner owners of Rosetta to 58.

    Kierston Gedeon, People Services

    Since joining the Agency in 2006, Kierston has directed all major Team Member initiatives and has successfully bridged the evolving cultures by operating as the connective link. Kierston has demonstrated her deep understanding of the business at multiple levels, by creating solutions from both an HR and Agency leadership perspective. She has transformed the traditional Human Resources department into a People Services team offering increased visibility and impact for our Team Members, including dedicated HR Generalists for each Business Unit, a newly developed Total Rewards Team (focused on conceptualizing and managing world-class team member benefits) and an integrated New Hire Orientation program. Gedeon is based in Rosetta’s Cleveland office.

    Patti Habig, Healthcare

    Patti has been a strong leader and role model not only in the Healthcare Vertical, but across the Service Practice Areas and with clients over her 2+ year tenure at Rosetta. With extensive expertise in advertising and Healthcare, Patti has demonstrated her ability to integrate her successful brand building, client service and account management teaching skills benefiting Team Members in almost every department at Rosetta. Patti’s leadership has proven successful for Team Member development and serving as a Mentor across the Agency. Patti knows what it takes to succeed in an extremely competitive industry – relationship building and trust – both built upon strong strategic frameworks and alignment. Patti values the role that the Agency plays in partnering with clients to ensure that their brand’s success is something that the Agency steps up to and partners to own. Patti’s mastery of building relationships allows for additional external outreach, and her internal relationships foster talent development, and ultimately building a better Agency. Habig joined Rosetta in 2008 and is based in Rosetta’s Princeton office.

    Frank Iqbal, Creative and Customer Experience

    Frank truly understands and supports what it means to leverage an Agency that wants to be the most valued in the world. During his three year tenure with the Agency, Frank has grown current Clients and won new business resulting in enormous business development for the Agency. Frank has been an inspirational leader, creating a culture of creativity and innovation within his project teams, allowing them to develop and add new offerings, capabilities and processes. Frank’s focus is on producing new and innovative creative work. Frank is a builder of flawless deliverables and receives copious amounts of client praise as a result. By transforming internal Team Members, Frank also has transformed Rosetta as an Agency. Flawless work, inspired Team Members, and extraordinary client delight build an Agency into becoming the best, and Frank has more than proven to deliver on all three. Frank joined Rosetta in 2008 and is based in Rosetta’s New York office.

    About Rosetta

    Rosetta is the largest independent interactive agency in the U.S. and is ranked by Ad Age among the top ten overall. Rosetta was recently named the #1 Agency to Watch in Ad Age’s Agency A-List. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translates those insights into more personally relevant experiences enabled by personality segmentation and technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    Rosetta has deep industry expertise in Healthcare, Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. Rosetta is headquartered in Princeton, NJ, with additional offices across the country in New York, Cleveland, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    For more information, visit www.rosetta.com.

    Jonathan Lee Joins Rosetta as Partner, Strategic and Account Planning

    Princeton, NJ, March 24, 2011 – Jonathan Lee has joined Rosetta, the nation’s largest independent digital and direct interactive agency, as Partner, Strategic and Account Planning, a new position. Most recently, Lee was the Director of Account Planning at TBWA\Chiat\Day NY.

    As part of Rosetta’s constant quest to elevate the quality of work and ideas it provides to its clients, Lee has been tasked with building out the account planning discipline for the agency. He will report directly to Mark Taylor, Managing Partner.

    “Jonathan comes to Rosetta from one of the most revered creative agencies in the world, where he served as one of the lead strategic planners, and we’re excited to have him on our team,” Mark Taylor, Chief Marketing Operations Officer said. “He brings to Rosetta experience leading extremely successful planning departments and working on behalf of some of the country’s top brands. We look forward to his contributions.”

    Lee said, “The opportunity to work for the fastest rising independent digital agency in the country is extremely exciting, and I look forward to contributing to Rosetta’s continued dynamic growth and defining how account planning in its purest form can play in the digital arena.”

    While at TBWA\Chiat\Day NY, Lee helped create and build TBWA World Health by winning three significant clients worth $4 million in revenue in 12 months, defining the first global strategy for Michelin and running the Vonage business.

    Prior to that, Lee led the global re-branding of Samsung at FCB. His experience also includes serving as Partner at DiMassimo Brand Advertising; Planning Director at Ingalls; Senior Planner at Mullen; and Account Planner at Chiat/Day in New York, where he began his career.

    About Rosetta

    Rosetta is the largest independent interactive agency in the U.S. and is ranked by Ad Age among the top ten overall. Rosetta was recently named the #1 Agency to Watch in Ad Age’s Agency A-List. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translates those insights into more personally relevant experiences enabled by personality segmentation and technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    Rosetta has deep industry expertise in Healthcare, Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. Rosetta is headquartered in Princeton, NJ, with additional offices across the country in New York, Cleveland, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose, CA.

    For more information, visit www.rosetta.com.

    Stores: Suit Up

    JoS. A. Bank sees improved web sales after one year with new website. //By Craig Guillot

    One year after rolling out its new website, men’s clothing retailer JoS. A. Bank has seen noticeable improvements in enhancing its online presence. Through targeted acquisition marketing, cross-selling, merchandising and making the website more like the bricks-and-mortar experience, the company has significantly increased revenue per order and has grown online revenues by 20 percent.

    Updating the web experience

    JoS. A. Bank Clothiers is a manufacturer and retailer of men’s clothes with some 500 stores throughout the country. The company prides itself on a heritage of quality and workmanship and a large selection of traditional tailored suits and casual clothing. JoS. A. Bank draws its customers by offering quality clothing at prices up to 30 percent less than its competitors and by hiring expert staff. Pete Zophy, vice president of e-commerce, says that as the company grew, it eventually outgrew its website.

    “Key performance indicators were starting to decline,” he says. “We’re a very promotionally driven company and just weren’t able to match the promotions of the stores with the website.”

    JoS. A. Bank had to find a way to provide an online shopping experience where customers could immediately find the colors they wanted in the sizes and prices that they needed. They looked at the firms employed by the top 500 Internet retailers and decided on interactive marketing agency Rosetta. JoS. A. Bank contracted the firm to manage the entire website, from conception to launch.

    “They researched our company, visited our stores, learned our culture,” Zophy says. “We even conducted a usability test where we brought in customers, asked them questions and discovered what they wanted in our website.”

    Dave Fazekas, an associate partner with the Rosetta consumer products and retail group, says the key was to create a site where customers could get the same experience online as they do in the store. Rosetta noted everything in the store environment from the color schemes to how merchandise was laid out; it also had to try to replicate the in-store experience where customers know they can find knowledgeable and helpful associates that can recommend occasion-correct suits and shirts.

    “Overall, we wanted to make sure that customers got the feeling that they were in a JoS. A. Bank store,” says Fazekas.

    Remarkable improvements and returns

    The site made a soft launch in October 2009 and was a hit that holiday season. Since then, JoS. A. Bank has shown some remarkable improvements in its online business: Online revenues are up by 20 percent; year-over-year new site visitors and shopping cart totals are up by 30 percent; time spent on the site is up by 47 percent; average order size is up by 10 percent; and conversion rates are up by 15 percent.

    Zophy also says that there has been a remarkable shift in making shopping on the website more like the in-store experience. The site offers real-time inventory, tying product availability directly to the warehouses and offering shoppers complete customization. When a customer picks out a suit, he can select size, color, traveler crease and trouser alterations. High-resolution images let him zoom in to the sharpest detail, and a “Matching Apparel” tab below features accessories like shirts, pocket squares, ties and shoes. Banners along the top constantly display relevant deals, such as an offer to add a second item for a discounted price.

    “JoS. A. Bank is known as a place where you can go in and be helped by an expert. They’re known to be able to offer matching things to accompany your suit,” Fazekas says. “The new site does that just as a sales associate would.”

    Promoting the brand and products

    From its color scheme and signage to its sales and promotions, the JoS. A. Bank website now has the same look and feel as the bricks-and-mortar stores. In-store sales and promotions, whether 60 percent off Merino wool sweaters or 2-button side vent suits for $97, are updated daily on the landing page. Promotions are prominently featured in the center of the page, and there is a rotating Deal of the Day banner. Along with the constant emphasis on promotions, cross-selling ranks high on the new site and has proven to be successful by growing the average order size by 10 percent.

    “We display matching items,” Zophy says. “There is a cart overlay where you can add a blazer or tie or pants that go with that shirt. It has really increased our average order size.”

    “We also modified our shopping cart checkout from five steps down to three, which helped reduce abandonment,” he says.

    On average, Zophy says the company can have up to 80 promotions each year, and it was virtually impossible to keep those same promotions running on the previous iteration of the website. Now, the JoS. A. Bank marketing team designs and manages the promotions, easily publishing them on the site through the backend e-commerce platform. Identical promotions can run simultaneously on the site and in the stores.

    “That just wasn’t possible before,” Zophy says. “Our backend promotions engine was very limited.”

    JoS. A. Bank recognizes that all customers do not shop the same way. Some want to purchase online; others visit the website to do research then immediately look for a bricks-and-mortar location where they can purchase items. Fazekas says one simple yet critical element on the new website was a store locator and customer service number prominently displayed at the top of the page.

    “Studies have shown that a site is more trusted when there is a phone number on the home page,” he says. “It gives them confidence that a person is only a phone call away.”

    JoS. A. Bank has also been better able to tap into social media with the new site. Zophy says that while its main clientele of older, conservative, white-collar professionals didn’t quite fit the main demographic of social media users, the retailer still wanted a presence on Facebook and Twitter. With more than 4,500 Likes on Facebook, it regularly posts promotions and a Deal of the Day, all with direct links back to the main site. It also has some 1,000 followers on Twitter.

    “We wanted to be in the game,” Zophy says. “That was our goal. Many of our customers might not be big into social media but we wanted to be there for them. We track it every day. It’s taking off and doing well.”

    View article source >>

    DMNews: Are marketers who play by rules falling behind?

    By Matt Saunders, Search & Media Manager, Rosetta

    Webmasters have been looking for ways to artificially manipulate organic rankings since the inception of search engines. As Internet usage has exploded and competition for rankings continues to grow, the use of so-called “black hat” tactics has intensified. Users judge search engines based on the relevance of their search results, so search engines work to continuously evolve ranking algorithms to stifle such activities. Regardless, webmasters continue to find and exploit weaknesses in a high stakes game of digital cat and mouse.

    “Black hat” tactics can take many forms; many of which are eventually devalued over time through algorithm tweaks while other high-profile examples are remedied through manual adjustments. Some of the most common techniques include reciprocal linking schemes, blog comment and forum link spam, and “link farm” networks, which quickly generate thousands of links primarily from low quality sites. In addition, spammers often employ a form of cloaking or doorway pages to serve different content to users and search engines.

    Inbound link data is a foundational element of the Google ranking algorithm used to determine the authority of a website. Anchor text, or the clickable text of a hyperlink, is an important indicator utilized to demonstrate the relevance of the link's destination page for a particular topic.

    Links from quality websites are generally more impactful to rankings than sheer quantity; however an extremely high number of links from topically unrelated and low-quality websites targeting precise anchor text can result in prominent organic rankings for competitive searches and thus are considered spam. Despite the potential for short-term success, utilizing spam links is a risky practice that could jeopardize the organic search performance of a website over the long-term.

    While Google was the first search engine to account for inbound links as an indicator of authority, all of the major search engines now utilize inbound links as a factor in determining organic rankings and it continues to be an important factor in gaining organic search visibility. Instances of search result manipulation through link spamming is not an isolated issue. Most recently it impacted Google's search results, but similar offenders can be identified in search results for competitive queries in Bing and Yahoo as well.

    The search engines, most notably Google, prefer to abolish spammers through algorithmic updates to improve search results as it is a more scalable way to eliminate infringers. In some high profile instances, such as the recent example of JCPenney, it is deemed in their best interest to ‘make an example' of offenders to demonstrate the risks of failing to adhere to their established guidelines. With JCPenney making prominent headlines, Google made manual changes to the site's organic rankings by devaluing the links acquired through these spamming tactics that helped to propel them to the top of search results.

    Websites have evolved from a 24-hour business card to a key source of customer interaction, acquisition and revenue for many companies. Capitalizing on the immediate impact of black hat techniques does not outweigh the risk of suffering long-term penalization.

    All link acquisition and offsite promotion strategies should adhere to best practices and focus on developing a large quantity of high-quality link placements from topically relevant sites. Building domain authority without the use of spam tactics drives prominent organic rankings that lead to measurable business impact.

    By continuously monitoring search results, companies (or their agencies) can identify link spam infringers and report them to search engines through the appropriate channels.

    Search is a dynamic marketplace. Hundreds of changes to ranking algorithms are made annually, while new competitors and new technologies emerge every day. SEO should be viewed as a process that drives short-term incremental growth while building a foundation for long-term success. Fly-by-night tactics such as link spamming should be avoided to eliminate the risk of penalization and ensure perennial organic search performance.

    View article source >>

    Rosetta Promotes Hartley to Managing Partner

    Princeton, NJ, March 3, 2011 — Rosetta, the nation’s largest independent digital and direct interactive agency, announced today that Shannon Hartley has been promoted to Managing Partner and member of the agency’s Executive Leadership Team. Hartley was previously a Partner in Rosetta’s Healthcare vertical.

    In her new role, Hartley will lead the Project Management department for Rosetta Healthcare while continuing her client-focused role as a Healthcare and Rosetta Consulting Practice leader. Hartley joined Rosetta as Partner in 2006 from Bristol-Myers Squibb, where she led global market research teams in the neuroscience, cardiovascular and consumer medicines businesses.

    “Over the past five years at Rosetta, Shannon has demonstrated consummate professionalism, leadership by example, and a consistent focus on delivering both client and internal team delight. It is an honor to work with her. I take great pleasure in promoting her to this new Rosetta leadership position,” said Executive Officer, Consulting Services and Healthcare, Hari Mahadevan.

    “I am very excited to expand my leadership role at Rosetta. I was one of Rosetta’s first clients, and I am able to bring the experience of working at companies like Bristol-Myers Squibb and Procter & Gamble to help solve our clients’ business challenges. Rosetta is delivering exciting business building solutions to our clients through our ability to generate deep customer insights that drive marketing strategy and innovative interactive programs,” said Managing Partner, Shannon Hartley.

    About Rosetta

    Rosetta is the largest independent interactive agency in the U.S. and is ranked by Ad Age among the top ten overall. Rosetta was recently named the #1 Agency to Watch in Ad Age’s Agency A-List. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translates those insights into more personally relevant experiences enabled by personality segmentation and technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    Rosetta has deep industry expertise in Healthcare, Consumer Products & Retail, Financial Services, Consumer Technology, B2B and Travel & Hospitality. Rosetta is headquartered in Princeton, NJ, with additional offices across the country in New York, Cleveland, Denver, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    For more information, visit www.rosetta.com.

    30 Second MBA: Rosetta Founder Chris Kuenne Featured

    "Professor" Chris Kuenne joins the ranks of FastCompany's 30 Second MBA series, "an ongoing video 'curriculum' of really good advice from the trenches, directly from the people who are making business happen."

    In his most recent 30 Second lecture, Chris takes the viewer through when and where the best place is to learn.
    View the 30 Second Interview >>

    Check out Chris Kuenne's other lecture: "How does faith influence your leadership?"

    View all of Chris' 30 Second MBA lectures >>

    Ad Age Agency A-List 10 to Watch: Rosetta Tops the List

    ROSETTA

    The last independent digital agency of scale was a bit of a silent giant throughout 2010, growing revenue 24% to $215 million. But considering its new muscle in mobile and continuing growth, Hamilton, N.J.-based Rosetta is one we're betting will be a strong player in 2011. While many of its competitors were getting snapped up by publishers and holding companies, Rosetta has been one of the ones doing the buying, acquiring shops that mesh with its core technology and customer-relationship-marketing chops. It has crept up the list of the biggest U.S. digital agencies, ranking as No. 9 by Ad Age's latest count. In 2010, it added mobile services when it acquired 215-person Level Studios. Besides getting bigger, Rosetta's creative prowess is really beginning to show. For paper-goods manufacturer Crane & Co., it crafted an e-commerce site and reimagined its old-school "Blue Book" for etiquette for the 21st century as a Facebook app. The result? An 18% lift in sales.
    -- KUNUR PATEL

    OGILVY

    After laying the groundwork under CEO Miles Young, Ogilvy's North American transformation finally felt tangible in 2010 with Bayer, CDW, Citizens Bank, Fanta, Kimberly-Clark, Nestlé Purina, Ikea and UPS all entrusting their brands to the WPP shop. The new clients led to revenue growth of 10%, and the changes at Ogilvy are proving alluring to top talent, as the agency attracted Steve Simpson, longtime creative at Goodby, Silverstein & Partners, to take the reins as chief creative officer at Ogilvy North America. We're betting the agency will really see growth, though, through an increasing focus on consulting practices and its digital-video practice. Ogilvy last year set up a special unit to help marketers like IBM and Nestlé build YouTube channels and other online video content, and YouTube hailed the agency ahead of its own plans for monetizing video.
    -- RUPAL PAREKH

    VICTORS & SPOILS

    When Harley-Davidson split with Carmichael Lynch, its traditional ad agency of 31 years, the iconic motorcycle-maker said it didn't want another agency of record. Victors & Spoils saw opportunity. The Boulder, Colo., shop, founded in October 2009 by former Crispinites John Winsor and Evan Fry and former Massive exec Claudia Batten, took a chance by offering its "creative department" -- a crowd of more than 3,200 folks worldwide -- a mere $5,000 for any idea Harley would eventually buy. The risk paid off when the marketer selected from a batch of hundreds an idea that will become the foundation of Harley's 2011 campaign. Others that are experimenting with the crowdsourced creative from Victors & Spoils include Dish Network, Virgin America, General Mills, Oakley and Discovery. In short? Victors & Spoils is worth watching because it's disrupting the model and delivering work clients are satisfied with -- and doing it for a lot cheaper than most agencies.
    -- RUPAL PAREKH

    LAPIZ

    With clever work such as its campaign for Bounty paper towels, it's no surprise Leo Burnett's wholly-owned U.S. Hispanic shop Lapiz is becoming a favorite on Procter & Gamble's roster. With its English and Spanish radio spots that imagined a battle fought by foods that cause messy spills, the Chicago-based agency picked up two Gold Lions at Cannes and won Best of Show at Ad Age's Hispanic Creative Advertising Awards. Revenue was up 30% in 2010 thanks to an impressive new-business year that saw Lapiz win the Hispanic accounts for U.S. Cellular, Choice Hotels, Sara Lee, Koleston hair color and, in a P&G reshuffle of multicultural assignments, Mr. Clean, Vick's, Dawn and a new dishwashing liquid, Gain Dish. We won't be surprised if the shop finds itself in the drivers' seat on more campaigns.
    -- LAUREL WENTZ

    MEKANISM

    Marketers looking for the next hot digital boutique should keep an eye on San Francisco-based Mekanism. In the past five years, it's been growing steadily, but that pace picked up in 2010, when it more than doubled headcount and grew revenue nearly 40% to $25 million. In the process, it has been working more with clients directly, rather than through their agency relationships. The shop picked up work for marketers including Pepsi, Gap, Charles Schwab and eBay in 2010. No matter the brand or target audience, it manages to be of-the-moment, hip and digitally on cue. For example, for eBay, Mekanism created the Samantha Bee holiday campaign, which the web company calls its largest social-media effort to date. The comedienne's online series mimicked "Christmas-freakout" videos found on YouTube and encouraged viewers to upload their own.
    -- KUNUR PATEL

    CARAT

    For Aegis' Carat, 2010 brought to a close a three-year rebuilding process that started back in 2008 when Martin Cass was tasked with injecting some new life into the agency's U.S. operation. Consider Carat reinvigorated: In 2010, the agency increased revenue 17.5% and increased billings 24%. The double-digit increases stemmed from an impressive new-business performance, which saw Carat early in the year pick up the Beiersdorf account and end 2010 by nabbing Red Bull, Diageo and Relativity Media. It started out 2011 by picking up Home Depot's U.S. TV, radio and digital business. Some of Carat's successful campaigns last year included Adidas work centered around the World Cup, and work for Gillette's Fusion ProGlide and Reebok. Media shops should take note that Carat intends to continue the momentum it has generated, and will likely be a fierce competitor next year.
    -- MICHAEL BUSH

    JOHANNES LEONARDO

    Take a close look at the world's biggest holding company, WPP, and you'll find that some of the most cutting-edge work is being produced by one of its smallest, lowest-profile shops. Creative startup Johannes Leonardo launched in 2007 and since then, the shop has twice been recognized for producing the best creative across the entire WPP network. The agency has quickly graduated from working on smaller brands like retailer Daffy's to a robust client roster that includes Coca-Cola, GE and Google. In 2010, it partnered with Google Creative Lab on "Demo Slam," a web-based branding campaign to promote the search engine and its innovations, such as Google Mobile voice search, Google Goggles and Google Translate. Rather than subjecting consumers to mundane tech demos, Johannes Leonardo's approach engaged consumers by showing off the possibilities of the products, leading to more than 2.8 million page views within four weeks of the campaign launch.
    -- RUPAL PAREKH

    MEREDITH INTEGRATED MARKETING

    The first major agency unit housed within a print publisher is coming of age. It matured enough that Chrysler named Meredith Integrated Marketing its social-media and CRM agency of record at the end of 2009 after a competitive pitch. That set the stage for 2010, when Meredith extended beyond custom publishing for clients into social media, mobile, customer-relationship management and data and analytics. After an acquisition last summer, the agency unit also boasts one of the hottest mobile shops in its artillery with the Hyperfactory. Meredith was also named to the rosters of Coca-Cola, Microsoft, Mitsubishi and Diageo in 2010. The unit now boasts $176 million from marketing services in 2009, up more than 12% from the year prior, according to Ad Age DataCenter.
    -- KUNUR PATEL

    PHD

    At the tail end of 2010, Omnicom Group's PHD won two mega-media accounts: GlaxoSmithKline's $1.4 billion U.S. account and -- despite a hotly contested review -- kept the Gap's $500 million global media assignment. It also created award-winning campaigns that year for HBO and its shows "True Blood," "Boardwalk Empire" and "Eastbound and Down." Internally, the agency set up Drum, a content-creation studio that specializes in the creation of apps, augmented-reality games and videos. And it brought in a new leader. Scott Hagedorn left his post as U.S. CEO of PHD to lead Annalect Group, a digital and data-analytics agency within Omnicom Media Group. His successor, Andrew McLean, the former worldwide chief business-development officer at WPP's Group M, is intent on making sure PHD returns to the new-business circuit -- and wins big -- in 2011.
    -- MICHAEL BUSH

    HUGE

    The Interpublic digital shop had a blowout year that started with the much-hyped digital execution of Pepsi Refresh. Huge built the social-media voting platform for the beverage giant, which has been doling out grants to the most popular community projects posted to the site. Brooklyn-based Huge has also taken on new work from Target, L'Oréal Group and Unilever. The gains helped the agency clear more than $60 million in 2010 revenue, up an impressive 50% from the year prior, and it more than doubled in headcount since Interpublic took a majority stake in 2008. It has 300 employees today and recently opened offices in London, Stockholm and Rio de Janeiro. Late last year, Interpublic announced a "substantial financial investment," estimated between $8 million and $10 million, to help Huge expand in Brazil, China, Singapore and Japan.
    -- KUNUR PATEL

    View article source >>

    Advertising Age: Four Talent Categories You Need to Win in a Connected World

    By Chris Kuenne, Chairman and Executive Officer, Rosetta

    Marketers are being forced to rewire their skills as they use technology to make their brands more personally relevant and to measure and optimize the performance of their programs. Why will some organizations succeed while others become also-rans? It comes down to the fundamentals of skill development, deployment, intellectual capital development and culture.

    A CMO's ability to attract, inspire and retain the best talent will be key to winning in the connected world. When you review your marketing organization, do you really have the right mix and level of skills necessary to win?

    Here's a sports analogy I recall from an old Harvard Business Review article that captures today's marketing challenge: In football, everyone is a specialist with a distinct position and responsibility. Each player goes one-on-one against his opponent, helping the team advance the ball in a linear fashion down the field. Marketing over the past 50 years reflected this linear approach, in which a brand's marketing plan specified a highly planned, seldom altered, set of initiatives. The digital world does not operate this way. With Facebook, Twitter and YouTube, e-commerce and mobile, your target consumer is seeking interactions with your brand 24/7. The old set of skills and conventional deployment will not work.

    Today marketing is closer to rugby. All players handle multiple roles, using many different skills. Every player has the ability to affect the outcome. Think of the scrum, with the forwards bound together, trying to get the ball back to their team's side. Do you manage a football or a rugby team?

    There are four skill categories required for a successful marketing organization:

    1. Strategic. You still need tried-and-true brand strategists, but have yours kept up with the times? Do they know how to convert a brand positioning, promise and ethos into personally relevant experiences? Do they know how and when to deploy search and social marketing to attract and engage; mobile and web to deepen, capture and manage the relationship; and e-commerce to enable shopping and purchase?
    2. Analytic. Have you combined traditional market research with web analytics to understand the what, why, when and where of consumer decisions? Can your team synthesize terabytes of data into actionable changes -- all in real time?
    3. Program design. Do you have people who can translate the brand promise into relevant and entertaining interactions that always seem fresh and new?
    4. Technological. Is your team able to build engaging interactions across platforms in a stable and scalable manner so that the customer experience is consistent across devices? Just as important, do you have a technologist as a member of your inner circle, someone involved in initiatives from the start? We are seeing the emergence of the chief marketing technology officer on both the agency and client side -- evidence of a broadening of the marketing team's composition and outlook.

    It's a major transition from the hub-of-the-wheel organization in which the brand or product manager is at the center, to the Rubik's Cube structure that requires all functions to be interlocked with one another as they rotate around a core -- the brand -- in perpetual pursuit of the winning pattern. Successful interactive marketing demands collaboration and cohesion.

    As CMO, your other challenge is cultural. Many of the people required for the optimal interactive team aren't typical team players, nor are they accustomed to operating in a command-and-control environment. The brand strategist and interactive program architect may be familiar types. But you may also have an analytic Mozart who tracks and synthesizes search, social, clickstream and e-commerce data, and a technology whiz who designs and builds the platform. The result: the high school equivalent of the captain of the football team hanging out with the class chess champion and the AV club president. You must encourage collaboration across radically different temperaments, skills and backgrounds.

    And it isn't just your team that needs to do its job differently. So do you. Borrow the approach taken by investment banking or law firms. They win by attracting, cultivating and retaining the best people in the industry. Once you have in place a team that is collaborative, creative and agile, then you must strive to keep its members passionate and focused, with incentives to win.

    You can move your organization ahead of your competitors. Start today by focusing on the mix and level of skills and the culture necessary to achieve the front-runner position. Master the human dynamics so that you have a culture that fosters excellence within a cube-like organizational structure that supports a mix of skills and styles. Measure your team's effectiveness through the level of innovation and period-to-period business results. How many of your new customers are coming from new programs and new channels? Is your team taking market share from your competitors by outsmarting them?

    If you can begin to measure your organization's skills, create an environment that nurtures and appreciates talent and then be willing to take a cold, hard look at what is succeeding and what is not, then you'll be well on your way to building a team that can win in the connected world.

    View article source >>

    Rosetta Cited as a Strong Performer by Independent Research Firm

    Princeton, NJ, February 4, 2011 — Rosetta, the nation’s largest independent digital and direct interactive agency, was named a “strong performer” in its inaugural appearance in the The Forrester Wave™: US Search Marketing Agencies, Q1 2011, published in January 2011.

    “Large American marketers looking to integrate search into a larger site design, media, or customer management effort will do well with Rosetta,” Forrester Research, Inc. reported. 

    Differentiating Rosetta from the industry leaders rated in the report, Forrester noted, “Rosetta’s strongest suits are its cross-media bid optimization and attribution tools provided by its third-party bid management platform: ClearSaleing. It also has adroit customer analysis and social media skills courtesy of its extended agency resources.”

    The report also states, “Newcomer Rosetta has pockets of greatness due to its use of attribution specialist ClearSaleing for multichannel bid management and reporting. We also like Rosetta’s customer research experience and that it structures search staff into account teams alongside other functional specialists for more integrated planning.”

    Rosetta’s top scores were for Customer Analysis, Social Media, Analysis and Reporting and Strength of Management Team. Rosetta also scored well for Executive Vision.

    “First and foremost, we are thrilled to see that Rosetta received some of the highest marks in client satisfaction. We are pleased with our evaluation in general and feel it accurately reflects our continued focus on driving measurable impact by transforming how our clients’ go to market and our ability to deliver on that promise by integrating strategic insights, ideas and programs and technology to deliver a more personally relevant total customer experience,” said Rosetta Chairman and CEO Chris Kuenne.

    100 agencies were screened by Forrester, which narrowed the field included in the report to nine agencies to be evaluated on their strategic and execution capabilities across 60 criteria. 

    About Rosetta

    Rosetta is the largest independent interactive agency in the US and is ranked by AdAge among the top ten overall. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translating those insights into more personally relevant experiences enabled by technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    The combination of a patented approach to market segmentation; technological depth across platforms and devices; world class creative, design and user experience capability; scale and integrated structure; and deep vertical industry expertise have attracted many of the nation’s leading brands to Rosetta. The agency’s clients include Allergan, Blue Cross Blue Shield, Bristol Myers Squibb, Johnson & Johnson and Novartis in Healthcare; Coach, Express, Jos. A. Bank, OfficeMax and Valvoline in the Retail and Consumer Products sector; Citizens, M&T and Nationwide in Financial Services; Marriott in Travel and Leisure; Microsoft, Rogers Communications and T-Mobile in Communications, Media and Technology; and MSC Direct, Wirtz Beverage Group and Lincoln Electric in B2B.

    Rosetta is headquartered in Princeton, NJ, with additional offices in New York, Cleveland, Denver, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    For more information, visit www.rosetta.com.

    The Plain Dealer: Team NEO says it attracted 12 companies to the region in 2010

    By Michelle Jarboe

    CLEVELAND, Ohio -- A dozen companies brought 672 new jobs and $40 million in payroll to Northeast Ohio last year, with help from a regional business-attraction group and its partners.

    Despite the dour economy, Team NEO attracted an all-time high of 12 companies to the 16-county region last year, the economic-development group said Monday. Those companies collectively promised fewer jobs, but higher pay, than businesses recruited by the nonprofit group and its partners in 2008 and 2009.

    Team NEO works with the state and other economic-development organizations to lure new companies to Northeast Ohio and assist businesses considering a relocation or expansion here. Last year, the group was involved with more than 80 projects, ranging from weeks working with a single company to the occasional meeting with a prospective business.

    Chief Executive Officer Tom Waltermire expects more activity in 2011, particularly from biomedical companies. Last year, five of the 12 companies had ties to health care, from pharmaceutical research to medical-device manufacturing. Most of Team NEO's recent wins involve small to mid-size companies, many with international ties.

    "We've only been doing this for four years, so we are continuing to elevate the awareness of the attractiveness of Northeast Ohio among the business community nationally, as well as globally," Waltermire said. "We're also clearly seeing a gradual global economic pickup, and we are expecting even more activity next year."

    Team NEO counted Rosetta, a digital marketing agency, among its dozen victories for 2010. But the agency, which is based in Hamilton, N.J., has maintained a large hub here since 2008, when it acquired the Brulant agency in Beachwood. A year ago, Rosetta announced plans to move more than 300 employees from Beachwood and Independence to downtown Cleveland and to expand its ranks.

    Waltermire said Team NEO helped ensure that Rosetta would maintain and add jobs in Northeast Ohio. The group's job-creation figure of 672 positions includes 50 new jobs at Rosetta.

    Team NEO and its partners say they have recruited 41 companies to the region since 2007, accounting for 3,500 jobs and $135 million in annual payroll.

    The group draws support from foundations and the business community throughout its 16-county coverage area.

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    Rosetta Launches The Warm & Fuzzy Federation to Benefit Children’s Miracle Network Hospitals®

    Interactive Agency to Donate $10,000 to Hospital in City That Generates Most “Warm & Fuzzy” Thoughts and Deeds

    Princeton, NJ, January 11, 2011 — Rosetta, the nation’s largest independent digital and direct marketing agency, today launched the Warm&Fuzzy Federation, an online movement to build a community of goodwill and to benefit the Children’s Miracle Network Hospitals®. The movement brings together open source and social media technologies to visually map social media activity and measure the ripple effect of individual posts in an innovative and compelling way.

    As the Chinese Year of the Rabbit approaches, and with it the promise of joyous and harmonious times, Rosetta is challenging people of goodwill to declare and share one hundred thousand “warm&fuzzy” thoughts and deeds before the Chinese New Year on February 3. When the goal is achieved, Rosetta will donate $10,000 -- along with 100 stuffed toy bunnies -- to the Children’s Miracle Network hospital in the city that has contributed the most “Warm&Fuzzies.”

    “We view the holidays as an opportunity to do more than express a nice wish to our clients and staff with a typical holiday card. Instead of following the ad agency crowd, Rosetta’s creative and technology teams decided to ring in the New Year by creating an online movement to spread goodwill, benefit a great cause and demonstrate our agency’s technological and creative prowess by proving that we can solve real-world problems that our clients face every day,” said Toni Hess, Partner and Executive Creative Director of Rosetta.

    The Warm&Fuzzy Federation follows last year's holiday card from Rosetta, "Snowday," which combined motion detection and facial recognition elements to create an entirely new augmented reality experience. Rosetta won numerous international awards for the card.

    The centerpiece of the Warm&Fuzzy Federation is a dedicated microsite, WarmandFuzzyFederation.com, where anyone can go to declare, share and celebrate Warm&Fuzzies, which range from virtual hugs to donated organs. In addition, people can contribute through the Warm&Fuzzy Federation Facebook app, through Twitter by using the #warmandfuzzy hashtag, and on the Warm&Fuzzy YouTube channel. To join the movement and make their kindness count, all a user has to do is post a Warm&Fuzzy on the microsite or through their preferred social media vehicle, or simply like, Retweet or support the posts of others.

    Each and every Warm&Fuzzy, no matter what the social media source, will be tracked and visualized on a map on the Warm&Fuzzy Federation microsite that shows in real time the measurable, cumulative impact of each individual Warm&Fuzzy through its entire social media trajectory. Rosetta also developed and is hosting a running, on-site blog.

    “We’ve really taken the art of social media analytics to another level. We designed our platform to aggregate large volumes of diverse social interactions, but it also has the power to measure the impact and lifespan of each and every social act, down to bunny zero,” said Rosetta Partner Dave Mihalovic. “This is like dropping a pebble into water and watching the movement of the ripples to see exactly how they travel and precisely where they end up.”

    Rosetta designed an entirely new ecosystem built from the ground up using a mash-up of social media APIs, a custom Google Maps app, a RESTful services layer built to consolidate and manage communications across these layers, served on a Ruby platform and wrapped in a HTML5, CSS3 Javascript user interface.

    “This movement has profound implications about the tracking of earned media, which is something that we can put to immediate use with our clients,” said Gargi Patel, Director of Social Media at Rosetta. “All CMOs are wrestling with the question of what social media is worth to their brand, and with this movement Rosetta is showing that we have the technological capabilities and strategic expertise to accurately answer that question.”

    Rosetta also has invited its clients, friends and partners to join the cause by contributing funds or goods that the winning Children’s Miracle Network hospital might need. “Through our actions and those of our users and partners, we hope to spread the Year of the Rabbit’s goodwill across the nation, and help hospitalized kids get the care they need,” said Hess.

    About Rosetta

    Rosetta is the largest independent interactive agency in the US and is ranked by AdAge among the top ten overall. Engineered for the connected world, Rosetta was founded in 1998 to pilot brands through an ever-changing marketing landscape and drive measurable business impact. Rosetta enables brands to transform their marketing through the discovery of unique insights about their best consumers’ wants and needs and then translating those insights into more personally relevant experiences enabled by technology across all touch points and over time. Rosetta recently acquired LEVEL Studios, a leader in combining content, platforms and devices to create engaging total user experiences.

    The combination of a patented approach to market segmentation; technological depth across platforms and devices; world class creative, design and user experience capability; scale and integrated structure; and deep vertical industry expertise have attracted many of the nation’s leading brands to Rosetta. The agency’s clients include Allergan, Blue Cross Blue Shield, Bristol Myers Squibb, Johnson & Johnson and Novartis in Healthcare; Coach, Express, Jos. A. Bank, OfficeMax and Valvoline in the Retail and Consumer Products sector; Citizens, M&T and Nationwide in Financial Services; Marriott in Travel and Leisure; Microsoft, Rogers Communications and T-Mobile in Communications, Media and Technology; and MSC Direct, Wirtz Beverage Group and Lincoln Electric in B2B.

    Rosetta is headquartered in Princeton, NJ, with additional offices in New York, Cleveland, Denver, Boston, Chicago and Toronto. The addition of LEVEL Studios, a Rosetta Company, adds west coast presence to Rosetta’s footprint with offices in Los Angeles, San Luis Obispo and San Jose.

    For more information, visit www.rosetta.com.

    About Children’s Miracle Network Hospitals®

    Children’s Miracle Network Hospitals® raises funds for 170 children’s hospitals across North America, which, in turn, use the money where it’s needed the most. When a donation is given it stays in the community, ensuring that every dollar is helping local kids. Since 1983, Children’s Miracle Network Hospitals has raised more than $4 billion, most of it $1 at a time. These donations have gone to support research and training, purchase equipment, and pay for uncompensated care, all in support of our mission to save and improve the lives of as many children as possible. Learn more at CMNHospitals.org.

    PM360 Think Tank: What's Best for Your Brand - A Network Agency or Independent?

    Rosetta Partner, Martin O'Brien weighs in on the conversation.

    Martin O'Brien, Partner, Rosetta

    Pharmaceutical, device, and OTC manufacturers are seeking marketing solutions from their agency partners that integrate traditional and digital channels. Delivering integrated solutions requires an integrated agency team with strategic, digital, media, RM, social, and analytical capabilities. As many of the top healthcare agencies are part of holding companies, these requests are directed to the holding company for innovative solutions, usually requiring a radical breakdown of P&L silos in support of professional, DTC, digital, and media agency integration. Holding companies are addressing their clients' requests for integrated solutions by creating virtual agencies with multi-function teams selected from their various specialty agencies. These holding company virtual solutions can work up front to provide integrated strategy, but often fail on the back-end implementation as executional delivery migrates back to select agencies and often not to the right agency for the job.

    Integrated Solutions

    Independent agencies that offer fully integrated marketing solutions can deliver on both strategy and execution with greater precision and efficiency as they are a single entity with established process to deliver on integrated strategy. Healthcare companies that recognize and seek expertise in integrated solutions offer agencies the ability to deliver high-impact marketing solutions that drive their business. These are ideal agency relationships as they can build on success and grow over time. Healthcare companies should reevaluate their needs and seek agencies that are expert in the vertical, understand all the key targets from patient to physician to payer, and are designed to deliver integrated solutions from digital to social to mobile.

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