Burson-Marsteller Asia-Pacific Corporate Social Media Study 2011 - Summary Presentation

Asia-Pacific Corporate Social Media Study 2011 How Asian Companies are Engaging Stakeholders OnlineBurson-Marsteller l Asia-Pacific l Evidence-Based Communications

Many more Asian companies now usesocial media platformsNumber of social media channels with corporate activity Key take-aways2011 2010 • 81% of top Asian companies have a branded social media presence – compared to 40% in 2010 • Under 20% of top Asian companies have no official corporate social media presence - compared to 60% in 2010 • Most social media channels are used for both branded product marketing and corporate communications purposesSource: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

S. Korean companies are themost ‘social’ AsiansCorporate use of social media channels by market - 2011 Key take-aways • South Korean companies are the most aggressive users of social media for corporate communications and marketing • Chinese, Malay and Thai firms are also agressively using social media Percentage of companies using the four major social media channel types across Asia-Pacific - 2011 Source: Asia-Pacific Corporate Social Media Study 2011 Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Southeast Asian firms have invested stronglyin social media in 2011Corporate use of social media channels by market - 2010 Key take-aways • Southeast Asian (Malay, Thai and Filipino) firms have invested strongly in social media over the past twelve months • Taiwanese and Singaporean firms continue to lag their peers and competitors in other Asian marketsPercentage of companies using the four major social media channel types across Asia-Pacific - 2010 Source: Asia-Pacific Corporate Social Media Study 2011 Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Asian companies prefer social networksand micro-blogsTop social platforms used for corporate marketing and communications Key take-aways • Social networks are the most popular social media channels, though tend to be used for both product and corporate marketing • Micro-blogs are also popular, as they are easier to manage and are less dialogue-oriented • Few Asian companies are using blogs to communicate with corporate audiencesPercentage of top Asian companies using one or more of the four top social media platformsSource: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Asian firms continue to lag their globalpeers and competitorsTop global social platforms used for corporate marketing and communications Key take-aways • There was an 18% increase in Fortune Global 100 companies using Twitter, followed by a 14% growth in YouTube channels and a 13% growth in companies using Facebook pages • Twitter is emerging as the predominant social media platform used by corporations, although corporate Facebook pages have more “likes” than Twitter accounts have “followers”Percentage of top Asian companies using one or more of the four top social media platformsSource: Global Fortune 100 Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Corporate social strategies remainshort-term and piecemealLevels of corporate activity on company social media channels Key take-aways • 62% of social channels surveyed were inactive • Companies that use social networks and corporate blogs are most committed to these channels, as they require more active management • Conversely, Asian firms that have set up video sharing channels struggle to keep them updatedPercentage of companies with active (at least one post during the period July 01-15, 2011) or inactive (with no posts or activity) social mediachannels used solely or in part for corporate marketing and communicationsSource: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Integration of social media withcorporate websites remains a low priorityIntegration of social media channels with company website Key take-aways • South Korean, Australian and Malay firms are promoting their social media channels most actively via their websites • Most firms are still testing social media, and fear that linking it closely to their ‘core’ online channels may increase the likelihood of loss of facePercentage of companies promoting their branded social media channels via their corporate homepage or page sharing toolsSource: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Corporate social storytelling in Asiaremains in its infancyUse of company video sharing channel Key take-aways • Use of video to tell the corporate story is thin • Companies in South Korea, Australia and India are most actively using online video • Relatively poor telecoms infrastructures has limited video communication in some markets, especially in Southeast AsiaThe average number of videos uploaded to a company’s video sharing channel(s) from 1-15 July 2011 (inclusive)Source: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Media & influencer outreach dominatescorporate social activityFocus of corporate social media activity Key take-aways • Asian companies are focused mostly on ‘pushing’ news to users, including journalists, bloggers and other opinion- formers • Few Asian company CEOs or senior executives are actively using social media • Crisis and issues communications mostly concern customer service complaints that may escalatePercentage of corporate marketing or communications posts to company social media channelsacross Asia-Pacific during the period July 01-15, 2011Source: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Technology & telecoms companies areAsia’s most advanced social media usersCorporate use of social media channels by industry Key take-aways • Telecoms companies are the most active users of social media for corporate purposes • Of the industries represented, financial services are the least enthusiastic users of social mediaPercentage of companies by industry sector using one or more of the four top social media typesSource: Asia-Pacific Corporate Social Media Study 2011Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Approach & next steps to corporatesocial mediaCompanies considering developing andimplementing a corporate social media strategymight usefully consider the following:• Monitor Continuously Next steps• Clarify Objectives• Get Management Buy-In 1.Understand your Audiences• Align Messages 2.Assess your Communications Capabilities• Connect the Dots• Contribute to the Community 3.Identify and Strengthen Gaps• Participate in Times Good and Bad 4.Re-design Policies, Procedures and Toolkits• Be Prepared to Respond in Real-time 5.Communicate Employee Roles and Responsibilities• Be Flexible 6.Cascade Learnings• Speak as a Human• Don’t be Heavy Handed• Optimise Continually Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

MethodologyThis study assesses corporate marketing and Social media channels analysed comprised the topcommunications activity on top social media social networks, micro-blogs, video sharing andchannels by 120 of Asia’s leading companies. corporate blogging platforms per country – hostedCompanies were selected from the on third party platforms and/or website-based.Wall Street Journal Asia 200 Index of Asia’sleading companies as determined by executives Data was collected in July 2011 by Burson-and professionals across Asia-Pacific. The top 10 Marsteller’s Asia-Pacific digital and research teams.companies were selected per country. Accounts were considered ‘active’ if they had at least one post by the company on or between JulyThe countries studied were: Australia, China, 1st and 15th 2011.Hong Kong, India, Indonesia, Japan, Malaysia,The Philippines, Singapore, South Korea, Taiwan Of the 120 companies surveyed, 24 of them are inand Thailand. financial services, 15 in telecommunications, 25 in consumer goods, and 14 from the technologyCorporate marketing is defined as: Media and sector.Influencer Relations; Corporate SocialResponsibility; Thought Leadership; LeadershipCommunications; Crisis and Issues Management;Recruitment Marketing. This study is made available under a Creative Commons Attribution 3.0 Unported License. Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

Further InformationCharlie Pownall Carly Yanco Kelvin LimLead Digital Strategist (Asia-Pacific) Head of Digital (Australia) Digital Strategist (Malaysia)charles.pownall@bm.com carly.yanco@bm.com kelvin.lim@bm.comAlbert Pereira Leon Zhang Jinny JacariaPresident, Digital (India) Digital Strategy & Insights Lead (China) Account Director (Philippines)albert.pereira@bm.com leon.zhang@bm.com jjacaria@seinc.com.phCraig Adams Terence Yam Steve BowenDirector, Marketing (Asia-Pacific) Digital Strategist (Hong Kong) Managing Director (Singapore)craig.adams@bm.com terence.yam@bm.com steve.bowen@bm.comZaheer Nooruddin Salil Jayakar DaeChul ShinDigital Chief Marketing Officer (Asia-Pacific) Digital Strategist (India) Digital Associate (S. Korea)zaheer.nooruddin@bm.com salil.jayakar@bm.com daechul.shin@bm.com Natashia Jaya Luna Chiang Digital Associate (Indonesia) Senior Account Director (Taiwan) natashia.jaya@bm.com luna.chiang@compasspr.com.tw Gosuke Kumamura Jeremy Plotnick Lead Digital Strategist (Japan) Knowledge Director (Thailand) gosuke.kumamura@bm.com jeremy.plotnick@abm.co.thBurson-Marsteller l Asia-Pacific l Evidence-Based Communications

About Burson-Marsteller Asia-PacificBurson-Marsteller Asia-Pacific is the leading Our Asia-Pacific networkconsultancy for organisations communicating in Asia-Pacific and internationally. With a presence in the Officesregion dating back to 1973, Burson-Marsteller today Bangalore, Beijing, Chengdu, Chennai, Guangzhou,includes 35 offices and affiliates in 16 countries Gurgaon, Hong Kong, Hyderabad, Jakarta, Kolkata,integrated seamlessly into a global network operating Kuala Lumpur, Mumbai, Pune, Seoul, Shanghai,in 98 countries. Shenzhen, Singapore, Sydney, TokyoOur evidence-based approach to communications Affiliatesprovides our clients with effective, data-driven Adelaide, Auckland, Bangkok, Brisbane, Canberra,programs delivered through multiple channels and Colombo, Dhaka, Islamabad, Karachi, Kathmandu,focused on tangible, measurable results. Our team of Kuala Lumpur, Lahore, Manila, Perth, Taipei,more than 700 professionals offers a powerful Wellingtoncombination of local knowledge, sector expertise andglobal communications reach.For more information, please visit:burson-marsteller.asia Burson-Marsteller l Asia-Pacific l Evidence-Based Communications

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Burson-Marsteller Asia-Pacific Corporate Social Media Study 2011 - Summary Presentation

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