THE MARKETER QUARTERLY WINTER 2015 22 | MQ
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cording academy has more than 20,000 music pros in our membership body. These are artists from A-listers to emerging artists and they all need to make a living making a craft. We feel very strongly about the fact that music has value and we want to celebrate music.” Data and analytics are helping the Grammys refine what works—Greene notes that what’s being measured is getting more granular and informative, moving from simple number of Facebook fans or clicks on a blog post to pass along value and speech and sentiment analysis. “This is especially crucial information during a live broadcast event where the second-screen phenomenon means that many viewers are commenting on the event and providing feedback in real time.” “All the data shows that it’s the connections with individual artists that resonate the most with the Grammys target audience and viewers,” Greene says. “It’s incredibly important for them to leverage that connection whenever they can to show that the Grammys is where people can see their favorite artists do extraordinary things.” For example, rock group Imagine Dragons and rapper Kendrick Lamar put on a joint performance at last year’s awards that was critically and publically acclaimed.
“That performance was generating over 172,000
tweets per minute. It’s those kinds of moments that re-
inforce to us that during the Grammy telecasts, people
really want to be talking about their favorite artists,”
Greene says. “There’s an undeniable connection be-
tween fans and the artists that they love. We want to
be able to be part of the conversation. We’ll go back
stage at a music festival and we’ll give over our Twit-
ter account to an artist and have a conversation be-
tween them and their fans. If the Grammys tell you
how great the Grammys are, that’s not nearly as pow-
erful as if it’s an artist that you trust and respect. We
are giving credibility and access to the artist’s audience
and the artist is getting the halo effect.”
The strategy has evolved, but it has worked: Gram-
my revenue has quadrupled under Greene’s leadership.
“Years ago, when we created the very first marketing strategy for the Grammy brand, we made certain assumptions and we had certain expectations about how we were going to roll out this new plan and there were certain elements based on consumer and fan sensibilities, internal academy instabilities and sensitivities,” he says. “We had to make shifts in real time in terms of kind of instituting new world marketing efforts. We take proactive control to reinforce the Grammy’s relevance in music.”
Before joining the Grammys, Greene worked as a marketer for major movie studios including Walt Disney and Columbia. But first and foremost, he says, he is a proud dad.
“When I’m not at work I am trying to spend as much time as I can with my girls, whether it’s with them at gymnastics or play rehearsal, or art class, or just taking walks along the beach,” he says. “They sort of help keep me centered in a job that can be very uncentered.” MQ