Business Insider ran a feature today on guerrilla marketing which included a couple of quotes from yours truly.  Here are my notes from my interview with reporter Bianca Male.

What is the best way to define guerrilla marketing? And what is it most definitely not?

Guerrilla marketing is a state of mind not a particular channel. Guerrilla marketing is about making more out of less, combining innovation and elbow grease to cut through. Guerrilla marketing can also be defined by what it isn’t. It isn’t traditional media like TV and print. Today’s guerrilla marketers capitalize on social media with a vengeance; listening, researching, conversing, engaging, supporting and ultimately selling. That said, just using social media channels like Facebook doesn’t make you a guerrilla. Using Facebook in a fresh way like Burger King did with Whopper Sacrafice is guerrilla. It simply isn’t guerrilla if it isn’t newsworthy.

How can a business decide if a guerilla marketing campaign is right for them?

There are a few highly regulated industries like financial services and insurance that make considering guerrilla approaches a risky proposition. That said, just about every other marketer big or small can benefit from guerrilla, its just a question of risk tolerance. Guerrilla marketing typically carries some risk since it requires a brand to step outside its comfort zone and do something they’ve never done before. Guerrilla marketing done right is newsworthy. As I said earlier, It isn’t guerrilla marketing if it isn’t newsworthy. One of the risks of guerrilla marketing is that it simply won’t cut through as planned simply because it wasn’t original or it was just a dumb idea. Another risk is that the guerrilla idea was a mere moment in time and didn’t include sustaining elements. One of my favorites: Renegade launched the HSBC BankCab in 2003 with a search for the “most knowledgeable cabbie in New York” which got tons of PR and concluded with a one-year contract for Johnnie Morello. Seven years later Johnnie is still on the road providing free rides to delighted HSBC customers in a vintage 1982 Checker Cab.

How does a business develop a guerrilla campaign? Any guidelines?

The article I just wrote for my blog on Fast Company provides several relevant guidelines. Generally, its best to start by setting clear objectives followed quickly by doing your homework, really thinking through your category, brand and consumer. Ideally, this process will yield a true insight that can be transformed into a big idea. Then its time to think 360°, imagining all the ways your idea can come to life, online, offline and in-between. It often helps at this point to imagine the story headline you’d like to see, the tweets you’d like to read, the photos you’d like to be taken and YouTube videos that you’d want to view. Talk to some PR professionals you trust to make sure these story ideas might in fact find purchase in your ideal media outlets. Google your idea to make sure it hasn’t been done the same way you’re planning to do it. Guerrilla programs usually start when a client says to us, “we don’t have any money but we’d really like to get some media attention.”

One of my favorites: A few years ago, Panasonic was introducing a new line of alkaline batteries called Oxyride that were far more powerful than Energizer. Since they didn’t have the budget to compete directly, Renegade came up with a truly guerrilla program called “Neuter your Bunny.” This tongue-in-cheek “public service” effort focused on heightening awareness of the benefits of bunny neutering. Turns out it calms the male bunnies down and prevents female bunnies from getting cervical cancer, a disease that otherwise strikes them with remarkably frequency. So Panasonic Oxyride batteries established Neuter Your Bunny day, donating 5 free neuterings and $10,000 to the House Rabbit Society. And despite the fact that PETA gave Panasonic an award for caring, the American press thought this was veiled yet hilarious competitive campaign writing headlines like “Panasonic Wants to Neuter Energizer” in over 30 publications from Time Magazine to Newsday.

Is there anything a business should NEVER do when it comes to guerrilla marketing?

It is generally not a good idea to do something that will cause someone on the team to go to jail. If you have to break the law to get attention then you probably need a different business model. Try not to annoy your target. A street team performer once shoved a donut in my face in order to get me to stop and go into a bank branch—this was not a fun experience for me or productive for the bank who would never ever get my business after that. Try not to think of guerrilla as a moment in time or as a simple street stunt. This will limit your horizons and the potential impact. And never tell the boss that your guerrilla program is going to be a hit before it becomes one. Its always better to under-promise and over-deliver especially with often unpredictable guerrilla endeavors.

Detailed case history of MyRetirementShop.com, a retirement portal AXA created to help retain customers which also attracted new ones.

As Second City moved down to fourth in their failed bid to host the 2016 Olympics, President Obama elected to use a sports metaphor to soften the blow. Noted the First Chicagoan upon his return from Copenhagen, “You can play a great game and still not win.”

Looking ahead to 2010, marketers will be facing Olympic hurdles that will require steadfast agility just to stay in the game, much less to hit the finish line ahead of the competition. Here are 10 ideas, wrapped in Olympic glory that should deliver the gold.

1. Social Media: A Marathon, Not a Sprint
Hoping to become fast friends with their targets, a lot of brands rushed into Facebook and Twitter in the last 24 months without investing sufficient time or resources. In 2010, savvy marketers will increase their commitment to social media by first listening and then offering up a steady stream of engaging content that their fans actually want. This will be particularly true for B2B brands, only 38% of whom included social media in their 2008 marketing plans (vs. 71% for B2C brands). With one comScore study indicating that branded social media activities can have a multiplier effect on search results, there is even a quantifiable rationale for brands to up the social media ante in 2010.

2. Mash-Ups: Taking Inspiration from Biathlons
A few innovative marketers took a shot at mash-ups in 2009. E.P. Carrillo, a new cigar manufacturer, created a mesmerizing Twitter and Google Maps mash-up for its “coming soon” site that tracks cigar tweets from around the world. In 2010, these kinds of mash-ups will become smoking hot as marketers look to extend the value of their social media activities. Recognizing that tech-savvy consumers glide seamlessly between personal and business, online and offline, mobile and desktop, farsighted marketers will bring together formerly disparate elements into a cohesive and self-perpetuating social media experience.

3. App Happy: On Your Mark, Get Set, Go Crazy
Given the success a handful of marketers enjoyed with their “apps” in 2009, expect a blaze of new entries in 2010. iPhone apps that provide demonstrable utility like Kraft’s iFood Assistant recipe finder, Benjamin Moore’s color matcher and Zipcar’s GPS-based car finder will continue to gain traction. Expect more app’s that integrate with other social media like the Gap StyleMixer that allows you to mix and match clothes and share them with friends on Facebook. And don’t forget the non-iPhone universe. The steakhouse Maloney and Porcelli cooked up a humorous and somewhat deviant web-based app at Expense A Steak that extrudes faux expense reports with stunning verisimilitude.

4. Measure Up: Track Every Second
With more dollars earmarked for social media, marketers will undoubtedly use new tools to monitor the conversations that are happening with or without them. Radian6 and Scout Labs emerged in 2009 as two of the leading social media monitoring tools. MolsonCoors uses Radian6 to stay on top of all the banter about its major brands, allowing them to respond with remarkable speed to one of my blog posts about a Coors Light Twitter account that turned out to be unofficial. And while these tools are great, each requires a sizeable commitment by the marketer in time of staff, a commitment that can and does pay off. Just ask JetBlue who manages to enhance customer loyalty daily by responding to any and every customer Tweet within minutes, following 117,000 on Twitter, and in the process generating over 1.3 million followers.

5. POV Power: Don’t Just Talk the Talk
While lots of brands raced into social media in 2009, few established true connections with their targets. The reality is that consumers engage with brands that they like on a visceral level and that provide a distinct perspective on the world. Aflac’s Duck quacks up a gaggle of quirky content, including charitable requests that appeal to over 161,000 fans on Facebook and 3,000+ followers on Twitter. Meanwhile, Geico’s Gecko has been left in the social media dust due to its surprisingly dry (twitter.com/geico) and unresponsive (facebook.com/geico) online voice. Ironically, a brand by definition is a point-of-view that once clearly defined should guide all communications, social or otherwise.

6. Expose Yourself: Win the Crowd With Honesty
The emergence of several “tell all” consumer-created sites signals the arrival of a new era of honesty and transparency – especially for brands targeting those under 35. Sites like fmylife.com, textsfromlastnight.com and MyParentsJoinedFacebook.com reflect a generation willing to bare and share all without the least trepidation. Even the emergence of “Untag Mondays” speaks to the socially acceptable norm of posting embarrassing content that one might not want a parent or employer to see. Marketers that share this sense of honesty, that admit mistakes and address shortcomings in real-time will find a youthful army of comrades willing to do their bidding. As Comcast discovered, this kind of honesty can even transform a PR nightmare (comcastmustdie.com) into an industry-leading customer service (http://twitter.com/comcastcares.)

7. Hold the Presses: Major Comebacks are Possible
Though a 50% decline in ad pages certifies 2009 as the worst year in its history, don’t write off print as a viable media channel just yet. Over 80% of US consumers still subscribe to at least one magazine and 83% believe newspapers are still relevant. Experimenting with video in print pubs like Entertainment Weekly is but one of the ways certain magazine segments will hold onto their targets and satisfy their advertisers. Fashion magazines and enthusiast pubs continue to offer a visual showcase that is far superior to what most e-pubs can serve up. Models, both human and auto, simply look prettier in print. And while P&G shut down its 72-year-old TV soap opera Guiding Light in 2009, they are cranking up the presses with the custom published glossy, Rouge, which expects to reach a whopping 11 million North American households in 2010.

8. Go to the Video: Separate from the Pack
The emergence of viral video rankings in 2009 reflected the mainstreaming of this approach to audience engagement. While everyone and their branded brother aspired to cut through with a viral hit, surprisingly few found an audience. In 2010, marketers will undoubtedly crank out more of the same while a savvy few will worry less about mass reach and focus more on grass roots appeal, providing content that their core target really wants. B2B marketers in particular will find that using informative videos that transform the complicated into the comprehensible, like Commoncraft’s Plain English videos, will generate quality leads from grateful prospects.

9. Mobile Media: Catching Up at Last
Despite all the hype by this author and others, less than a third of marketers had a budget for mobile in 2009. In 2010, smart phone penetration should rise to at least 25% (from 17% in Q2 ‘09) making it a lot easier to deliver a rich mobile experience worthy of consumer attention. The blending of mobile and social apps like Facebook, Loop’d and Twitter has also created a new openness towards this medium.
Given the desirable demographics (18-34, HH income $75k+) of smartphone owners, at minimum, marketers should give strong consideration to creating a mobile friendly website, thus allowing prospects to engage whenever and wherever they happen to be.

10. Be Positive: Attitude is Everything
While honesty is a worthy friend to marketers, don’t forget that almost no one wants to date a Debbie Downer. A recent poll by Adweek/Harris found “relative little enthusiasm and lots of indifference for ads that refer to the downturn.” Even if the economy is slow to recover in 2010, find the silver lining for your customers and prospects with both words and actions. Like the athletes whose positive outlooks and superior skills propel them to victory, so, too, can marketers find success with an upbeat message and an unimpeachable value proposition.

May 2010 Serve You Well
While 2009 hasn’t been much fun for most marketers, there are many reasons to be optimistic about the approaching year. There are more ways than ever to engage with consumers and a new willingness from consumers to engage with brands. Marketers are showing a renewed desire to listen to their customers and offer “marketing as service” that favors the dissemination of meaningful value over disruptive messaging. So here’s to serving your customers but serving up some great marketing in 2010!

BRANDWEEK ran an expansive special section on Experiential Marketing this week that included some pithy quotes from yours truly. Since this is a topic I tend to think a lot about, here are extensive notes from my conversation with BRANDWEEK reporter Michael Applebaum a couple of months ago.

Great experiential marketing programs

Experiential marketing comes in a lot of flavors which makes it tough to generalize what makes a program great. For some clients, it is enough to have created an engaging trial-focused experience during which the consumer consumes the product or service in a reasonably memorable fashion. For others, the ultimate goal is buzz, as measured by PR coverage, word of mouth or on occasion trade reactions. Still others seek to establish a continuing relationship with the target, so online registration becomes the ultimate measure of effectiveness. A truly great program, in my opinion, does all of the above and then some.

A truly great experiential program first and foremost is so appealing the consumer wants to engage with the brand. It is the opposite of disruptive advertising which like an unwanted door-to-door salesman intrudes into the home. Great experiential marketing is not shoving a donut in someone’s face on the street and then saying “try our bank.” To be appealing, marketers need to offer a reasonable exchange of value, during which the consumer gives up his/her time while the brand provides the experience and usually some free stuff!

Done correctly these experiences can have exponential impact which is important since 1:1 experiences can be pricey. If an experience is targeted at the right influencers, then these influencers will undoubtedly share their experiences. If the physical experience has an online component, then there is an opportunity for both WOM and a deeper relationship with that consumer. If an experience is sufficiently newsworthy, millions of other interested parties can be influenced by the event(s).

Renegade’s rules of thumb for a great experience are as follows:

• the experience is fresh enough that the press wants to write about it;
• the experience is relevant to the story you want to tell about the brand;
• the experience has legs well beyond one single event and/or one single communication channel;
• the experience is entertaining and enlightening;
• the experience is so engaging that the consumer wants tell his/her friends about it.

This is not about just getting attention. There is an old adage in our business, “If you want attention, put a gorilla in a jockstrap and stand him on a street corner.” This is about engagement. Mutually beneficial engagement.

Lots of industries are turning to experiential marketing

Food and beverage companies are old hands at this since sampling is essential to growing their businesses. Brands like Pepsi AMP go to extreme lengths to sample their product to the right target–they handed out as many as 5 million samples this summer. Alcohol brands are creating mini-experiences in bars, clubs and restaurants with extraordinary frequency across the US. Entertainment companies like to include experiential programs in the mix often with the hope of creating a “must see” buzz prior to launch. B2B brands are also crafting experiences with greater frequency (examples available if you need them).

Lately, we’ve been noticing a lot of brands pulling from the Experiential 101 Playbook:

• The World Record—Wise potato chips set the world record for most chips crunched at the same time at a Mets game this summer. Not exactly New York Times material but surely some pub out there besides the Guinness Book was interested.

• The Pop-Up Store–Southwest Airline is the latest airlines to set up a pop-up in Manhattan theirs being a café-like setting in Bryant Park. Now defunct Song tried a pop-up store in 2004—unfortunately the store experience was better than the airline itself.

• User Generated Content—a lot of experiential programs start by asking the consumer to create some kind of content. HSBC’s Soap Box and JetBlue’s Story Booth (both by JWT) ask the man on the street to provide their points-of-view. This “content” was then turned into ads and online communications. A smaller scale example comes from a small Canadian Beer Company called Okanagan Beer that challenged consumers to tell them why the brand should sponsor their events/parties. This content was then repurposed into a 360° campaign and sales jumped 30% — this is definitely on my list of “wish we’d done that.”

There are lots of ways to measure experiential marketing

As for research, there are so many different kinds of experiences and a corresponding amount of measurement tools depending on the objectives. We like to use Net Promoter Score on a pre/post basis as a measure of the experience itself. We have seen 30-40 point swings in likeliness to recommend a brand to a friend after exceptional experiences. In theory, every brand can measure the value per customer gained and/or the value of increased loyalty per customer. For example, if a brand experience makes you twice as likely to buy and/or recommend a brand, then one can compute the increase in lifetime value of that customer. That said, the math can get fuzzy pretty quickly. That’s why PR coverage is so important. Great press coverage can extend the reach of a program, making it more comparable to measuring the effectiveness of a media or PR program.

Latest trends in experiential marketing

First, mobile devices are becoming integral parts of brand experiences. An iPhone app can start an experience. An in-bar trivia contest answered via text messages can start an engagement. Mobile is part of a bigger trend to integrate technology into the experience and extend beyond the physical into the virtual world. Event experiences are often extended via Facebook and Twitter programs. Event experiences can be used to introduce on online extension, like Frito/NFL’s hunt for the most “fanatical football family.” And of course, social media is playing an ever increasing role in starting and extending brand experiences. An experiential program Renegade created for Toasted Head wine has evolved into an on-going Facebook program that keeps the faithful engaged.

Second, microevents are starting to get big. Royal Caribbean held 1000+ “Cruisitude” parties at homes of former cruisers. As I mentioned earlier, alcohol brands are hosting small events at bars almost nightly to engage their targets.

Where to start

Marketers are best to start with “the why,” not “the how.” If they know why they want to create experiences then it is much easier to figure out the how. If trial is key, then the experience can be built around that. If they are doing it to stretch marketing dollars, then getting buzz & PR should probably be the top priority. From there, we recommend marketers focus on “the do,” not “the say.” What is it that you can do for your target that will make them want to engage with you? Sometimes “the do” is just free stuff but often “the do” can be more substantial. Sports car owners like to drive fast but rarely get to do it legally. “The do” for BMW was a Performance Driving School for its customers. Road warriors scamper about airports looking for places to charge their gear. “The do” for Samsung was charging stations in airport terminals.

The Dallas Morning News carried an interesting story on Radio Shack’s new marketing campaign. The reporter, Maria Halkias included a lot of commentary from yours truly so I thought I just post the whole story. Enjoy.

RadioShack to launch rebranding effort as The Shack

RadioShack is trying to turn up the volume on its image by turning off the “Radio” and calling itself “The Shack.” Not to be confused with the Shaq who’s famous in basketball circles, The Shack apparently is a nickname that employees, customers and investors have used for RadioShack.

The Fort Worth-based consumer electronics chain’s rebranding effort begins Thursday with a national television, print and digital campaign and the start of a three-day launch event in New York’s Times Square and San Francisco’s Justin Herman Plaza.

The bicoastal hoopla will include 14-foot laptops hooked up to webcams for live video and audio exchanges. The company isn’t changing the name of its stores. Chief marketing officer Lee Applbaum said the nickname is an attempt at “contemporizing the way we want people to think about our brand.”

“The Shack speaks to consumers in a fresh, new voice and distinctive creative look that reinforces RadioShack’s authority in innovative products, leading brands and knowledgeable, helpful associates,” he said. The company believes it has “tremendous equity in consumers’ minds around cables, parts and batteries,” Applbaum said. Now it needs to get consumers thinking about its ability to keep them “connected in this highly mobile world.”

Ads in the campaign will focus on mobility and wireless products from AT&T, Sprint, T-Mobile, Apple, BlackBerry and Samsung. “Radio Shack is in a desperate battle to remain relevant,” said Drew Neisser, chief executive of Renegade, a New York-based brand marketing agency.

“The name RadioShack is a quaint artifact in a rapidly evolving marketplace in which mobile devices have become the CE [consumer electronics] portal. Using The Shack as a nickname is a bid to update its image and represent the passion loyalists have for the brand,” he said.

However, company leaders may be “hedging their bets,” he said.

When Federal Express decided to become FedEx, consumers had already been calling the company that, and using the shortened name was a no-brainer, Neisser said.

“If consumers are really already using The Shack, then why not commit fully?” he said. “The only reason I can think of is that they are worried about abandoning the awareness and any positive equity remaining with their old name.” Using The Shack in ads only, “the whole thing could come across as forced at best and confusing at worst,” Neisser said.

The creative campaign was developed by Butler, Shine, Stern and Partners of Sausalito, Calif., which was named RadioShack’s creative agency of record in April.

A few weeks ago I had an interesting conversation with Todd Wasserman of BRANDWEEK about the evolving role of the CMO. Todd’s insightful article appeared this week in both ADWEEK and BRANDWEEK and included a few quotes from yours truly which he interpreted as complaints. Since my thoughts were more observations than laments, I figured I’d post my notes from our conversation:

The CMO has evolved from Chief Miracle Officer to Chief Minutia Officer. The CMO used to be charged with creating a marketing miracle, finding that magical ad campaign that would have a multiplier effect on awareness, excite the trades and ultimately drive sales. If the CMO couldn’t deliver such a campaign either he/she or the agency lost their jobs and replacements were found. Just about every CMO wanted a mass media brand-building campaign like the Aflac Duck or the Geico Gecko.

Then along came Google complete with truly measurable results and tectonic plates of marketing started to shift. Suddenly CMO’s were emboldened to say “I only want to do what produces measurable results” and the super savvy ones had a dashboard with real time information from search clicks to web traffic to online buzz to 800# calls to retail sales. Jim Garrity, the former CMO of Wachovia was on the forefront of this trend, studying all the data points with unrelenting passion. Business Week profiled Garrity back in 2006 and noted he “sounds like a man who never met a data point he didn’t like” and “Garrity and those like him are quietly reworking the advertising mix of the American corporation.”

This new kind of CMO is less interested in the monumental and more in the incremental, seeking a steady diet of singles and doubles over the infrequent but more showy grand slam. This is not necessarily a bad thing either. The more metrics that a client has in place the more likely that an agency can prove that what it does for the client actually works. It also means that the CMO has a better chance of keeping his/her job for more than 24 months. CFO’s are far more likely to increase the budget if the business case is there to justify such an increase. This methodical approach also dovetails nicely with the current “make more out of less” economy.

For the record, I applaud this new kind of CMO since they make sure marketing aligns with sales and the metrics for success are clear from the beginning.  Without these two factors in place, it will take more than a miracle for even the best of agencies to build a successful partnership.

American Express has been committed to the notion of Marketing as Service for a long long time and their programs have been featured in this blog (many, many times). This commitment continues even in the current economy as reported by fellow Renegade, Trip Hunter:

Yesterday at the B-B breakfast I saw Marcella Shinder, the VP of Brand Strategy for Open from American Express speak about their marketing efforts during these troubled times. Aside from the fact that she was the only optimist of the group, what appealed to me most was how Open is using Marketing as Service to deepen their relationship with their customers. Marci explained that their mission is to provide tangible ways to help small business manage and grow that are appropriate to the times.

Sounds like a bunch of marketing speak until you visit openforum.com, a social networking/resource site designed to facilitate information sharing among small business owners. Besides the wealth of information that many small business sites have, Open Forum seems to go a step farther by creating a robust social network where members can engage with the best small business bloggers, or join forums concentrated around their topic of choice.

Seems like a good time to me to be charged about Marketing as Service. Assuming small businesses continue to use this service and find ways to survive now, surely they will be that much more loyal to American Express when its time to thrive.

Today’s issue of BRANDWEEK provided a rather scaled back overview of 2008 Guerrilla Marketing which included a short and sweet quote from yours truly. Given the brevity of the article, I thought I’d post my full interview notes.

BW: Can you see the current economic downturn as having a direct effect on guerrilla marketing either how it’s done, its frequency of use, or anything else?

DN: Here’s the good news, our phone is ringing off the hook from clients looking to gain more impact out of limited resources. The bad news is that when they say “limited” they really mean next to nothing so its getting a lot harder to manage expectations! One huge change is the number of clients requesting “social media” and/or viral marketing programs. There is a clear perception in the marketplace that these non-traditional approaches could have exponential impact for the dollars invested. Undoubtedly, when dollars get short, clients will look for innovative ways to cut through.

BW: Aside from the recession, are there any big trends affecting guerrilla marketing that you’re seeing?

DN: Several. Consumers are increasingly savvy and resilient to street team activity. Unless you are offering a clear value proposition (like cool free stuff) or have a truly entertaining “show,” consumers will simply ignore your efforts. Today more than ever, guerrilla marketing needs to deliver a demonstrable exchange of value. The same holds true for online guerrilla efforts. As many wishful thinking viral video producers have discovered, very few videos actually get discovered and most of those are consumer generated versus corporate creations. In the “wild west” of viral, slick messages rarely cut it. Consumers find the genuine, the raw, the crazy, far more appealing than the slick, the packaged or the profound.

BW: In the age of the iPod, with people so shut off from normal streetawareness, is guerrilla marketing less effective than it used to be? I mean, not too long ago, a pedestrian might be wearing a Walkman, but in general he or she was pretty plugged in to the street landscape. But these days, thanks to digital devices like cell phones and iPods, you can hermetically seal yourself in a world of your choosing, even as you walk around. Does that theoretically render guerrilla marketing less effective?

DN: First, let me note that we consider guerrilla marketing to be broader than street team stuff. Like the man who first defined the term, Jay Conrad Levinson, we consider guerrilla marketing to be a mindset that overcomes a lack of funds with resourcefulness and innovation. Under that definition, guerrilla marketing is constantly evolving, addressing the realities of changes in consumer behavior. To be effective, guerrilla marketing has to be more than disruptive. It has to be appealing enough that someone in a walking cocoon actually wants to stop and engage. Ironically, guerrilla approaches actually have an advantage these days over traditional TV advertising which are getting zapped before they even get a chance to be seen. Guerrilla marketers are figuring out how to engage consumers with all their devices, such as having billboards that interact with mobile devices, etc. Also, for many “too hip for ad” brands, the guerrilla medium is the message. These brands can’t be seen as selling out by doing mainstream advertising and instead present themselves in ways that are as fresh as the brand and the target themselves. Street art, viral videos, widgets and on-premise stunts all fall into the “we’re cool cats” category.

All that said, consumers are more savvy about all types of marketing these days. The bar is higher for everyone. True engagement requires a fresh idea regardless of the medium. If people are wearing headphones, guerrilla marketers need to offer music to their ears, literally or physically.

As seen today on MediaPost:

Renegade, the New York-based digital agency, announced Thursday that it will operate as a newly independent company.

Dentsu Holdings USA, Inc. has sold its majority interest in the company to Renegade CEO and Co-founder, Drew Neisser. The deal–a result of the directional evolution of both companies–is both amicable and mutually beneficial, according to the companies.

“We believe that being independent will elevate the entrepreneurial spirit that is especially important in this challenging economic environment,” Neisser said. “Without the support of Dentsu over the years, we would not have been able to build the type of organization that we have today. Renegade has always been about helping clients get maximum impact out of limited resources. Being independent will make us that much more resourceful.”–Tanya Irwin 

Thanks to many of you for the various links noting that President-Elect Obama’s Secret Service codename is–damn straight–nothing other than Renegade! Here’s what they said about it on YahooBuzz:

The Renegade Is Loose. We Repeat, the Renegade Is Loose.

The Secret Service takes a lot of risks for the first family. So it’s only fair that the agency gets the honor of coming up with code names for the president-elect and his family. Various sources within the Buzz recently revealed the not-so-secret nicknames. [DREW NOTE--according to Wikipedia, the White House Communications Agency actually comes up with the codenames!]

Mr. Obama will be known as “Renegade” (move over, Lorenzo Lamas). Michelle, a woman of many talents, will be referred to as “Renaissance.” Malia Obama’s name will be “Radiance,” while little sister Sasha’s will be “Rosebud.”

Former Renegade, Rich Ullman who recognizes opportunity when he sees it, asks “now, what are you going to do with it?” Well, great question, Rich. First, let me assure we are delighted with the Secret Service’s selection and honored to share that name with the President-elect but of course, we will be expecting royalties;-) Second, I am working on my annual predictions letter which will be entitled, The Year of the Renegade and will feature hoops as the annual metaphor. Third, for the moment, there is not third. Any thoughts? I’ve got signed photos of my Obumkin and one unused Obama for President bumper sticker for the best idea out there.

While you’re thinking up ideas, here’s a list of secret service names for past president’s. Can you guess who’s who? For the answers, click here.

• Scorecard or Providence
• Lancer
• Volunteer
• Searchlight
• Pass Key
• Lock Master
• Rawhide
• Timberwolf
• Eagle
• Tumbler

At The CMO Club Summit today, I moderated a discussion among 35+ CMOs about social media. It was really a lively conversation representing the range of experiences of these CMOs. The group divided into three segments, from novices to making their way to “kicking butt and taking names.” David Spark provides a quick overview of the discussion on TheCMOClub site (yes, the very same social network that Renegade helped create!) but I thought add some more detail given the broad interest in the topic.

Introduction to Social Media
Here’s the definition of social media marketing from Frog Design’s blog that I used to start the discussion:

Social media marketing is all marketing that utilizes the social graph of both marketer and audience (in fact, the interesting thing is that they can be one and the same) to facilitate and cultivate a conversation. Social marketing is whenever more than two individuals collaborate online or offline for content generation and distribution. Social marketers harness the viral power of social networks in order to grow both the frequency and the reach of conversations exponentially. They know how to feed the social orbit with content that catalyzes conversations. And they understand that an “architecture of participation,” that lets employees be marketers, has become paramount for turning brands into live brands.

Social Media Numbers (or why CMO’s should care)

• 62% of consumers actively seek out and read customer reviews prior to purchase
• 82% of consumers found reading reviews better than researching a product in-store
• 60% of Americans use social media
• 59% interact with companies via social media; 25% do so once a week or more
• 93% of those that use SM believe companies should too
• 56% feel stronger connection to companies that they interact with via SMcompanies should use social networks to solve my problems
• 43% believe companies should use social networks to solve my problems
• 41% believe companies should solicit feedback on their products/services
• 37% want more ways to interact with companies

Renegade also created a Social Media IQ test for these CMO’s at CMOquiz.com which may be of interest.

It might be a stretch to call blatantly un-PC videos Marketing as Service but considering the target, I’m prepared to do just that. The videos, which can be completely customized at Enlist4hell.com, are meant to provide entertainment for grown-up gamers, particularly the ones that feast upon WW11 action video games. The service, if you will, is the ability to “ream out your buddy” in an anything but subtle manner.

It’s all in good fun unless you don’t think this kind of thing is fun in which case you’re definitely not in the target. If you are game and over 18, have some fun and make your own or at least watch the relatively tame video I created that stars Pinky (the French bulldog) by clicking here.

The marketer behind this service is Ubisoft, whose Brother in Arms: Hell’s Highway video game is one of the most anticipated games in its genre this year. Here’s what they say about it on Wikipedia:

Brothers in Arms: Hell’s Highway is the third entry in the Brothers in Arms series of video games which follow a squad of men, of the 101st Airborne Division (502nd Parachute Infantry Regiment) led by the player-character Matt Baker. This game once again puts players in the role of Staff-Sergeant Matt Baker during Operation Market Garden in the later stages of WWII.

The game will be released on Xbox 360, Microsoft Windows and PlayStation 3 on September 23, 2008.

Becky Ebenkamp has a nice write-up on the whole guerrilla/viral program on BRANDWEEK’s EX Files blog.

This must be self-serving week since I’m about to share another example of Marketing as Service as executed by Renegade. I’d be embarrassed except for the fact that this is a highly effective program and the services provided are outrageously target-appropriate. The client in this case is Ubisoft, who asked us to generate excitement about the upcoming release of their WWII action video game, Brothers in Arms: Hell’s Highway.

We kicked things off last weekend at a video gaming convention in Seattle called PAX where we set up a WWII vintage “recruiting station.” Volunteers could get their choice of a HELL CUT, a military style buzz-cut with the word HELL emblazoned on the back of their head, or a stylish air-brushed tattoo (about 550 opted for the tats).

In exchange for a free copy of the game, over 150 ‘recruits’ volunteered for a HELL CUT including several members of the media. One reporter from Game Spot, a leading industry site, featured his HELL CUT experience as the lead story in this video:

Happily for our client, the Recruiting Station was the hit of the show. The line for HELL CUTS extended outside the convention hall and was at times three hours long. Another 450 recruits received their vintage Hells Highway tattoos (see photo below.)

The services provided, buzz cuts and tattoos, may seem unappealing to you, but our gamer target though it was “the most unusual booth at PAX this year” covering the Hell’s Highway Recruiting Station extensivly on blog after blog: GameVortex, PSXGames, Kotaku, The Exploding Barrel, ThePlatformnation, GameSpot, N4G, Boards.1up, Sarcastic Gamer, Gamertell, NerdFellowship, GameTrailer, YouTube, ArsTechnica and more.

Bottom line–want some buzz, try giving away a buzz cut. Its a service that cuts through putting in this case, Brothers in Arms: Hell’s Highway at the head of the class.

There’s a second act to this guerrilla/viral program but I’ll write about that separately. If you want to discover it for yourself, visit: enlist4hell.com.

as appeared on TheCMOclub.com 5/28/08:

#1. EMBRACE MARKETING AS SERVICE
Because “marketing as service” provides a real value, magical things happen, prospects turn into customers and customers turn into brand evangelists. When HSBC wanted to bring their position “The World’s Local Bank” to life in New York City, Renegade developed the HSBC BankCab. The iconic Checker Cab, wrapped in HSBC red and white, drives the streets of New York five days a week, offering free rides to existing customers. Research has shown that customers exposed to the BankCab recommend HSBC to at least 5 of their friends and are twice as likely to stay loyal to HSBC for years to come. For more examples, see Marketing as Service.com.

#2. EXECUTE STRATEGY, NOT TACTICS
In order to cut through, effective brand experiences must be borne of relevant strategic insights. Handing out free stuff might drive booth traffic but the end result is rarely lasting. Since the goal is engagement, the marketer must truly understand their prospects. At the AST Dew Tour, Panasonic understood the target’s desire to get closer to the athletes. So, Panasonic set up a free camera loaner program that let fans zoom in and record the cool tricks that they saw during the day’s competition. At days end, they got to take home a Panasonic SD card saving all their memories that they could then enter into a photo contest at the complementary online experience–ShareTheAir.net.

#3. SEAMLESSLY INTEGRATE YOUR EVENT AND ONLINE EXPERIENCE
One essential function of an event is to start a conversation that can be continued online long after the event. Not only will this defer the high cost-per-touch of the event, but also, it will extend the brand experience leading to a long-term customer relationship. For the most impact, the event and the online experiences should be planned at the same time supporting each other (event drives to online, online drives to event) and complementing each other. Consider hiring one agency that is equally adept at creating both event and online experiences. This approach is more cost effective and assures consistency across all channels of communication.

#4. MEASURE TWICE, CUT ONCE
The goal must be to cut through the first time. To do this, metrics for success must be established upfront. Marketers need to set benchmarks via pre-event research to compare with post-event data. In addition to tracking event attendance, time with brand and perceptual changes, sell-in and sell-through, consider adding Net Promoter Score to your measurement arsenal. NPS is a simple and reliable way word of mouth. Offline line metrics should be compared and tracked to online data including unique visitors, time on site, pre/post NPS and online commerce data (if relevant.)

Since we’ve been prescribing Marketing as Service (a subset of Marketing for Good) to our clients for some time now, I thought it was important to offer up an example of how we take our own medicine here at Renegade. Pardon the self-promotion but it is just too good an example of replacing messaging with a genuine service, in this case a screensaver that serves up “green” tips when your computer is at rest. Here’s what Sean Bartlett said about it on his blog

Letting your computer sit idle isn’t the most efficient thing to do
but throughout the day you are bound to step away for awhile. When
you do, the Greensaver from Renegade will
take over and serve up a variety of green tips for you to view
before getting back to work.

The Greensaver is connected to the Internet so you can look forward
to refreshed content and even submit your own tips.

Renegade Greensaver website.

The idea behind Marketing as Service is quite simple–deliver real value via your communications rather than attribute-focused messaging and your prospects will become customers and your customers evangelists. Hopefully the Greensaver will also encourage greener behavior along the way which will have a positive ROI for all of us.

As Sean noted, the Greensaver will also remain fresh as people like you add more tips. Give the Greensaver a try and let me know what you think. Happy New Year.