The New Ice Age: Lessons Learned from the ALS Challenge for Achieving Viral Marketing Success

If you have been online in the past few weeks, you have undoubtedly come across the viral phenomenon that is the “Ice Bucket Challenge”. Videos of people dumping buckets of ice-cold water on themselves, recording the video and posting to social media, and then nominating others to do the same, has taken the Internet by storm. Anyone who refuses to accept the challenge is asked to make a donation to the ALS charity of their choice, and the viral sensation as a whole has also raised significant awareness for ALS, which is often called Lou Gehrig’s disease. Fire up your social media site of choice and you are bound to see video after video of your friends and contacts dousing themselves in ice-cold H20. Even if you are not a big social media user, you have likely seen information on this freezing cold phenomenon as news outlets have gleefully reported on, and posted videos of, celebrities from the worlds of sports, entertainment, business, and more participating in the fun. A recent video even had actor Vin Diesel nominate Russian president Vladimir Putin to take the challenge! It seems as if everyone has happily dumped a bucket of water on their head for charity and good fun. The success of this campaign, which has raised millions of dollars, as well as that aforementioned awareness, for the ALS Association, is an interesting case study in the concept of “viral marketing”. In this article, we will take a look at what this Ice Bucket Challenge can teach us about this type of potentially powerful marketing.

You never know what will go viral.

The concept of the Ice Bucket Challenge is pretty simple. You film yourself doing something silly (and somewhat uncomfortable) and you challenge others you know to do the same. Pretty straightforward – so what makes this such a craze? What does this campaign have that so many other campaigns that were hoping to “go viral” were missing? The truth may actually just be dumb luck, because the reality is that you never know what will find an audience and go viral. Many organizations that try to initiate a viral campaign try many different ideas hoping that they will strike gold with one. They do this because they know that even one viral sensation can be all they need to meet their goals, whether that goal is to raise awareness for a cause like the ALA Association is doing, or to just draw massive attention to a business or a product, similar to what Burger King did many years ago (and what they are trying to do again) with their Subservient Chicken campaign. Viral marketing is really a roll of the dice, but there are some things that can tip the odds in your favor. We can see some of these things at play here in the Ice Bucket Challenge, including the presence of celebrities.

Celebrities sell.

The Ice Bucket challenge has now been taken by celebrities including Bill Gates, Ben Affleck, Justin Timberlake, Dwayne “The Rock” Johnson, Jimmy Fallon, Oprah Winfrey, and Charlie Sheen (who mixed it up by dumping cold hard cash on his head instead of cold water – although he promised to donate all that cash to the ALS Association). The participation of celebrities, who then in turn nominate other celebrities, is absolutely one of the reasons why this Ice Bucket Challenge has blown up the way that it has. Their participation is what has driven news outlets to cover the videos, which prompts others to share those videos on social media. This in turn introduces the campaign to more people, who then do the challenge as well and nominate others. This is the very definition of “going viral”, and these celebs are helping to fuel that success! Compare the Ice Bucket Challenge to another “video for a good cause” from some years back – the Pink Glove Dance. Created by Providence St. Vincent Medical Center in Portland, Oregon, this video of medical staff dancing to raise awareness for breast cancer has been watched almost 14 million times on YouTube. That is amazing by any standard. If you asked any company if they would take 14 million views for one of their online videos and the answer, I am sure, would be a resounding “YES!”. Still, as popular as that video was, it pales in comparison to the reach that this Ice Bucket Challenge has found, largely because of that aforementioned celebrity involvement. So if celebrities can make your viral campaign, how do you go about getting them involved? Well, that’s the trick, you really can’t get them involved, it just has to happen! This is an important factor to realize, because if you are looking at the success of a viral campaign like the Ice Bucket Challenge and thinking, “How can we do something similar”, you need to realize that there is a “lightning in a bottle” aspect to what is happening here. You could do something identical and not find that audience that pushes it to this level. Yes, celebrities can make your viral campaign, but counting on them to participate is not a sound marketing strategy!

There is value in the ridiculous

One of the other factors that has contributed to the success of this campaign is the sheer ridiculousness of the act of dumping cold water on yourself. The Internet loves spectacle and the Ice Bucket Challenge delivers on that count! A successful viral campaign is often over the top and ridiculous. If you are considering trying you hand at a viral campaign, think outside the box and be willing to get a little crazy. When it comes to viral marketing, conservative rarely succeeds.

There is value in helping others.

Another factor helping fuel the success of the Ice Bucket challenge is that all of this silliness is for a great cause. While a viral campaign to promote a company or product may take off, one that is designed to help others has something that those others do not – good will. Doing good for others makes people feel good too. That is a powerful force that you can take advantage of if your viral campaign is for a good cause. With the Ice Bucket Challenge, many of the people who took the challenge also decided to donate to the cause. This combination of silliness and charity is something that has helped make this campaign what is has become.

Make it easy to participate.

Many viral campaigns require other people to get involved. The Ice Bucket Challenge has succeeded because so many people, celebs and normal folk alike, have recorded a video and posted it for the world to see. The key to this audience participation is making it easy to do! Take the example of the Pink Glove Dance again. After that initial video went viral, many other organizations recorded their own Pink Glove Dance videos, but none of them ever came close to matching the success of the original. One of the reasons is because there was not the massive flood of videos that we see happening with the Ice Bucket Challenge. This is absolutely because to the level of effort required to produce one of those dance videos, which includes a cast of dancers, music, editing, etc. Compare that to the Ice Bucket video, which only requires a cell phone camera and a bucket of ice water! By making it easy to join in the fun, the Ice Bucket Challenge has become the viral sensation that we see online now. If the success of your campaign requires others to get involved, make sure that the barrier to them doing so is as small as possible!

In summary

Viral marketing campaigns can raise incredible awareness for your organization, but there is never a guarantee that a campaign will achieve any kind of success, much less the massive reach that we are seeing with the Ice Bucket Challenge. Being willing to take a chance on a potentially viral idea is great and I encourage you to explore those ideas, but you also need to make sure that your entire online strategy does not center on a viral campaign. A well-rounded strategy that may include a viral campaign as one of the pieces, but which also embraces other initiatives as well (search engine ads, email marketing, content marketing/blogging, etc.) is how you will want to proceed. That way, if the viral campaign explodes, then you have the exposure you wanted, but if it fizzles, at least you have other initiatives working towards your online success.

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Mistrustcasting: A Tale of Two Brands

One day recently, a high school math class decided to conduct an experiment to ascertain whether Oreo’s Double Stuf cookies actually contain twice the “stuf” – crème filling – as implied by the treat’s name.

The class’s work yielded the faintly damning discovery that the Double Stuf contain only 1.86 more filling than the original incarnation – a shortage of 7 percent. Hardly headline-making news, right? After all, most folks would agree that it’s close enough and simply applaud the teacher’s creative, hand-on approach to this classroom exercise.

And that’s where Oreo should have left it, but they chose not to. Instead, when contacted about the matter by Business Insider, the company issued a formal statement claiming the math class had reached an inaccurate total and that their Double Stuf recipe does indeed include fully twice the amount of filling. So Business Insider put together its own experiment, which came down in favor of the math class.

Oreo’s response made this story bigger than it needed to be, and as a result, the brand’s overall reputation took a hit. After all, if they felt the need to lie about 7 percent of their filling, what else might they be hiding? The cookie controversy served up good fodder for a few days of news bites and morning drive-time humor, but given the public’s lasting love for Oreo, the Double Stuf kerfuffle blew over in short order.

More than filler

The Double Stuf debacle is an entertaining – if relatively innocuous – example of just how easily the integrity of even the most well-known brands can be called into question. That’s why the task of building and maintaining trust in your brand is such serious business. For more evidence, let’s take a closer look at BP and SC Johnson, two huge corporations with very different approaches to brand integrity – and very different reputations.

Both companies deal in products under close scrutiny in today’s increasingly green-minded business and marketing environments. BP is the world’s sixth largest petroleum fuel interest, and SC Johnson is one of the world’s largest producers of household cleaners.

If you look at their advertising and PR, both companies use strikingly similar language, which is logical, given that each company has a vested interest in portraying itself as environmentally responsible and forward-thinking.

But the court of public opinion tells a very different story, making it clear that their efforts to define themselves are yielding drastically different results.

BP’s big problem

More than three years after the disastrous oil spill in the Gulf of Mexico, BP is still dealing with the aftermath on many fronts. In addition to the illegal practices which led to the spill, the company has been found guilty of felony for lying in its response to the disaster and has paid out more than $42 billion in clean-up costs, settlements and fines.

BP was found to have engaged in multiple deceptions before, during and after the spill. The company repeatedly refused to disclose accurate or timely information for months after the disaster, which resulted in a far greater impact on the environment than would have happened if the company would have been immediately forthcoming.

A visit to BP’s website shows that the spill still dominates much of the company’s PR efforts. That’s as it should be.

But even as BP touts its gulf clean-up efforts in carefully crafted feature articles, it releases defensive statements whenever its efforts and motives are called into question. For example, in a statement dated August 28, BP responds to recent allegations by the state of Louisiana claiming that BP has not adequately addressed the clean up. Here’s the money quote that leads the statement: "Any suggestion that BP has failed to address the clean up of the Louisiana coastline is both false and irresponsible.”

No acknowledgement of BP’s responsibility, no conciliatory tone indicating that BP is committed to repairing the damage it caused, no apology for all of the suffering. Just a hardline defense, with copy that reads like it was drafted by a stereotypical Hollywood lawyer. This antagonistic tone is at odds with the shiny, happy stories that appear throughout the special section of its site dedicated to the Gulf of Mexico restoration.

This stark discrepancy between rosy PR fluff pieces and sharp legal statements defines the very heart of BP’s brand integrity issue. This is a company whose practices are squarely at odds with the public image it attempts to project.

Start with the logo

Petroleum is hardly a “clean” business; the best any oil company can offer is diligent safety practices and commitment to mitigating its environmental impact.

When BP debuted its green sun logo in 2001, the flowery “helios” mark, it was a clear effort to position the brand as somehow “cleaner” and more environmentally conscious than its competitors. The green sun implies a very different focus than, say, an oil derrick looming over a seascape. Yet in the decade plus since its logo shift, BP has actually decreased its efforts in the arena of solar power, finally announcing plans to shutter them altogether in 2011.

The fact remains that BP is first and foremost an oil concern, with all the environmental risks that such companies encounter. Until BP’s research spending on alternative fuels exceeds the 50 percent mark, that logo is a blatant lie.

Follow the money

Many brands seeking to build trust with the public establish charitable foundations or make contributions to causes. With its image in desperate need of a reboot, BP has made significant donations to gulf cleanup efforts and regional charities that focus on hunger and housing. These are all high-profile, press-release-ready efforts.

It’s certainly better than nothing, and BP does seem to grasp the idea that it needs to spend big to show its concern.

But you won’t find much in the way of marine environmental research on BP’s books or any slowdown whatsoever in the company’s high-risk deepwater drilling projects. No, right along with its more environmentally friendly efforts like wind and biofuels, BP is still using the lion’s share of its research dollars to pursue the same kind of risky drilling that damaged the Gulf of Mexico so dramatically.

As John Bell writes in Forbes Magazine, “BP’s talk about caring for the environment was for naught, as its actions failed to match its message.” Small wonder that a site like boycottbp.com is still growing strong. Or that the brand ranked at number seven in MarketWatch’s 2013 poll of companies with the worst reputations.

SC Johnson’s evolving transparency

While SC Johnson certainly faces environmental concerns, it does have an inherent advantage over a company like BP. After all, a Gulf-scale tragedy is highly unlikely in the arena of household cleaners.

But this field carries its own set of risks. Many of SC Johnson’s products – insect repellents, cleaners and baby shampoo, to name a few – are used by families on a daily basis. And in the last decade, concerns have increased about how these types of products impact not only the health of customers but the greater environment as a whole.

In large part, SC Johnson has responded to such concerns with a careful trust-building approach that includes admission of mistakes and a proactive willingness to change corporate policy and behavior. While there have been a few bumps in the road, even their response to setbacks has been characterized by a tone that emphasizes responsibility over defensiveness.

Open policies

One major area of concern with consumers about household products is the ingredients. Many cleaners and air fresheners tout a natural, organic identity while their labels contain a long list of unpronounceable components unfamiliar to anyone lacking a degree in chemical engineering. In an effort to counteract this, SC Johnson launched its "What’s Inside SC Johnson" website in early 2009, where it has published complete ingredients lists for almost all of its products.

However, the company’s track record is not perfect. Its “Greenlist” label, featured on Windex and other products SC Johnson claimed passed its highest environmental standards, was the subject of several consumer-advocate lawsuits. Because the label closely resembled other third-party designations for independently vetted products, the suits rightly called into question the legitimacy of SC Johnson practice of promoting its own – potentially misleading – self-proclaimed green standard.

Response to criticism

One of the ways in which SC Johnson has been most successful in upholding the integrity of its brand is in its response to controversy. The company trades heavily on its identity as a family-owned business, something that can be difficult to buy given its global scope and multi-billion-dollar annual sales numbers. But when issues arise, it is not a corporate lawyer that does the talking for SC Johnson; it’s Fisk Johnson, CEO and true blood family representative.

In the case of the Greenlist issue, Johnson reiterated the company’s commitment to the environment, but admitted its misstep. “When you're out in front of an issue like this, it means that you're not always going to get it completely right, as was the case with this particular issue," he said.

SC Johnson has also demonstrated a willingness to change its formulas and policies ahead of any legal mandate – and also ahead of many competitors. The company has reduced its greenhouse gas (GHG) emissions by 42 percent since 2000, and it has installed two wind turbines at its largest global manufacturing facility, enabling that facility to produce most of its electrical energy onsite.

Integrity gets results

All of this earnest effort is certainly paying off for SC Johnson. In 2012, the United Nations Foundation for Social Change honored the company as a global Leader of Change, and in 2013, the company received an EPA Climate Leadership Award for Aggressive Goal Setting.

SC Johnson’s mix of staying true to its family roots, increasing transparency with customers and demonstrating a willingness to change combines to reinforce its reputation as a brand that operates with integrity. While the company isn’t perfect, its actions maintain consistency with its image. By any measure of consumer confidence, that’s a powerful – and to borrow from BP’s ill-used lexicon – sustainable strategy.

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