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OK. So, I’m Giles, I’m from Ogilvy. I’m a digital strategy guy and I work across the whole of the Ogilvy Group. We’ve got 17 different companies within the Group, and that’s everything from to Ogilvy PR to Ogilvy Advertising, OgilvyOne which is direct marketing, a health care, and a bunch of other stuff. (Is it the middle button? Here we go.) The reason we do that and the reason I work across all of those companies is that digital for us is not silo and it’s not a separate company or a separate discipline but it’s actually fundamentally part of everything that each of those companies do. So, just as you can do brand building offline, you can also do it online. Just as you can do reputation management offline, you can do it online. That’s exactly the same for whether it’s mobile or whether it’s social, just as you can use social tools to do brand building, again on and offline. [xx] screen, so you can kind of drop me into some sort of adventure, [xx] you cannot do that. OK. So, the way that we kind of approach both digital and social and mobile, and all the other kind of channels that haven’t necessarily been invented yet, is we have kind of a discipline head. So, it’s the discipline that you understand and the business [xx] that you’re looking to achieve, but you do that very much with a digital heart and with a social heart. So, understanding how people are changing and how digital is fundamentally changing the relationship between brands and their audiences. Then, you execute that against multiple channels and multiple techniques. So, we’re saying that an approach is that social is not a channel, it’s actually much more of an attitude. Therefore, we need to define how brands need to behave in the social media. Now, at the moment, that tends to be slightly separate of how they behave traditionally and through traditional channels, but they will come a time when actually they’re going to be exactly the same thing. The way that brand behaves will be both social and across all other channels. And then we think about how we deliver the brand socially, and this is a kind of evolving construct, it hasn’t been designed particularly well. But, we have kind of five key pillars, and what we’re saying is social can be applied across the whole of the marketing funnel, it can be used against every single discipline. But pretty much, all of the techniques and all of the things fit in to this structure. A few people have kind of talk about these techniques in various different ways. The first is that kind of passive listening, so that’s obviously monitoring online conversations to gain insight, to help inform your strategies and your product development. The next stage is active listening, going out and asking people what you should do, what your campaign should be, what your product should be. The next one is identifying the key influences and influencing them, kind of a big part in the middle is about campaign amplification, so using word of mouth to accelerate traditional advertising campaign. And then the final piece is social as a destination platform, it’s your own platform whether that’s on something like a Facebook or a YouTube. So, what we’re finding is social media, all of the activities that we’re doing, kind of fits into this construction one way or another, or it currently does. But what I want to talk to you about was one particular example that use a number of those pillars, and that was for Lenovo. Lenovo, for those of you who don’t know them, are a Chinese company that bought the laptop and PC business from IBM a few years ago. They’re a big sponsor of the Beijing Olympics and they wanted to go out and kind of announce the fact that they were a clever company, they want to make people aware of their new products that they were coming out, but also to give very much a kind of human face to the corporation. Question: [xx]. Speaker: [xx] I think, it’s something, don’t worry. So, when you think about doing a campaign to announce this in, possibly the kind of most restricted media environment of China and one of the most tightly regulated kind of events in the world. The Olympics has actually becomes quite difficult to think about how social can kind of play a role, especially as they got access to a number of the different platforms that we will traditionally use. But what they did do is, early in 2008, they say, “Actually, we’re going to allow the athletes to blog so they connect with their families and tell their families what they’re doing.” So, what we actually did was rather than go out there and say, “This is Lenovo, and this what we do, and this is how we do it,” what we decided to do was to empower Olympic athletes to talk about their experiences at the Olympics. We [xx] this whole campaign which is called “Voices of the Olympics,” we identified and selected a hundred Olympic athletes, we reached out to them and said, “We will provide you with the training and the technology and these fantastic new laptops and mobile phones and cameras if you will talk about your experience at the Olympics.” So, I think, we had 25 different countries, 27 different Olympic sports, and eight different languages. We reached out to these guys, we trained them in everything, and then we kind of let them loose. What kind of came out of that was an incredibly authentic and unmanufactured version of the Olympics. Until the Beijing Olympics, actually, all Olympic coverage had to go through the broadcaster or the partner, or in fact, the Olympics themselves. So, what we’re able to do was give people a brilliant insight into what it was all about. We did a number of things. We, obviously, set them up with their own blogs, their own Flickr channels and YouTube and various things like that, but then we also aggregated all of the information. (I’m not going to get the video online, damn it). There’s a link up there to the video, it does a nice kind of synopsis and case study along with the statistics as well. But, we aggregated all of these information and then we looked to amplify that. We amplify it with paid media, but we also looked to identify key bloggers in a variety of different areas and contacted them with the campaign as well. Pretty successful, we drove over about 10 million social media impressions, we got 1.4 million people going to the Lenovo site itself. We had about 10,000 pieces of original authentic content generated. So, incredibly successful campaign that actually tapped into pretty much every single one of those five pillars. Before, we mentioned that they’re using social media internally as well as externally, and [xx] kind of a fundamentally changing how we do business and we’re using social media to do that. We’ve kind of beta testing this at the moment, which is Ogilvy BrainZ, where we have connected all of our offices globally, every single company, and across kind of multiple disciplines. Someone post up a problem on them, we crowdsource solutions from inside our own company, which is incredibly efficient. We’ve also got a black book, which is a black book of supplies, and we have [xx] fair of supplies. We have all the details on them and they put out the campaigns that they have done, but we also write them. So, if someone has gotten his job [xx], it’s a viral seeding company, they find one and they find that, actually, they’ve done a brilliant job and here’s the report. So, we’re using social media to kind of fundamentally change, not only what we produce, but how we go about producing it. The one that we need [xx] is the 80/20 rule, that’s what we tell our clients. A lot of them are very skeptical about going to social media and trying innovation and new things. McKenzie came out with the structure 80% of the time he do the things that he know work and work well, 20% of the stuff is about well-structured experiments. That’s where a lot of social media fits currently for our clients, as soon as you prove…

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