Social Brands 100 Report - March 2011

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Foreword 1 page 3 Contents Key insights Best practice2 page 4 6 page 15 Social brand Methodology 3 indicators 7 page 21 page 5 Acknowledgements4 Learnings page 10 8 page 22 Get in touch 5 The ranking page 11 9 page 23 Appendix 10 page 24 2

Media 1 Foreword Relationships Can a brand not be social? If you’re on this list, well done. First or hundredth, your efforts The first is a willingness to actively listen and respond to what people care about. The second is a So, can a brand choose not to be social? The answer is yes, but we have been noticed and we thank demonstration of appropriate Social is a disruption wouldn’t recommend it. Ignoring you for them. social behaviours that are to the fabric of a change is rarely a good strategy. compelling, true, authentic and brand that is ignored This is the first Social Brands 100 transparent. Finally, is an ability If the web was a disruption at that brand’s risk and we hope the start of many to create a win-win relationship that many brands were slow to Spaces conversations about what makes with individuals, where the reason embrace, social is a disruption a brand social. for doing something is driven by to the fabric of a brand that is what the community needs, not ignored at that brand’s risk. Our sincere thanks go to those simply by what the brand wants. Herein lies the evolved challenge who helped us put together of the brand owner. Not to this collection. To those who We all know social media has communicate a better brand, expressed their passion and disrupted branding, but it’s more but to be a better brand. Principles beliefs to nominate a brand, for than a changed communications * Special thanks the Panel who took the time environment and some new In this regard, this list is the must go to our to provide expert opinion, and technology; it’s a profound great and the good of those committed and courageous social to Brandwatch for adding the change in collective behaviour. that are reinventing brands, one brand researcher, insight to support what proved conversation at a time. Jen Welch, who to be commonly shared views*. recorded and Chris Buckley analysed the Let us know whatnversations 30,000 plus tweets, A social brand is measured by its Head of Consulting you think. Join the posts, comments, ability to engage with a connected Headstream likes and other conversation #sb100 people by demonstrating three social interactions that informed this important social principles, Follow @buckers ranking. Frankly, consistently and intrinsically, we’re surprised Jen in all it does. chris.buckley@headstream.com is still talking to us. 3

Media 2 Key insights Our objective was to create a ranking of 100 different brands based on their social activity. Relationships Our approach carefully balanced the fact that a popular brand is not necessarily a social brand, The study shows that being a truly social brand can represent a major challenge, from how Our methodology meant that A social brand is and vice versa. Big brands are engagement is undertaken within any brand could be put forward, measured by its likely to invest more in social, different communities, to the with nominations being received ability to engage with so we sought a means for expectation that is formed by through Twitter. accessing a brand’s sociability people towards that brand. a connected people Spaces that truly rewarded the best For us, a social brand is social brand behaviours. More So what are the three indicators measured by its ability to engage detail on this is available in the that best capture this effort? with a connected people and Methodology section. our methodology allowed us to effectively compare brands of Our findings show that, whilst any type, sector and size. Twenty there is no common route to a different sectors are represented brand becoming social, for those Principles in the ranking, ranging from in our 100 ranking, there is an multinationals, to small UK based apparent understanding of the enterprises. need to engage people in a different way.nversations 4

Media 3 Social brand indicators 1. Active Listening Relationships Brands in our top 20 scored As part of our methodology, Social brands demonstrate that highly in terms of responding brands that acknowledged their The active element of listening takes they care about what people care to their community, both within nominations were rewarded an brands away from being observers, about. Active listening is the act their own brand outposts and on additional point. Of the nominated to more valued contributors within of searching the social web to topical sites for their brand. brands 26% publicly said ‘thank a community Spaces listen to what people are saying, you’ to either @SocialBrands100 with the intention to act on what In their brand outposts, the or the individuals who nominated is uncovered. responding score of the top 20 them. Seven of the top 20 brands was 35% higher than ranked brands acknowledged This improves a brand’s for the rest of the brands in the their nomination, and 80% of understanding of, and empathy ranking. On topical sites, the the brands that acknowledged with, individuals, which in turn score of the top 20 brands was nominations were ranked in the informs subsequent actions as is 29% higher than the rest. This is a top 50. Principles evident in the brand’s exhibited notable difference and illustrates behaviours. The active element of a significant move from passive listening takes brands away from listening, to active participation. being observers, to more valued contributors within a community.nversations 5

Media 3 Relationships Use of social brand outposts Only 31% had a brand community, geo-location outpost, only three In compiling the ranking, we which we defined as a space (27%) are in the top 20. From examined five different types created by the brand, as opposed a qualitative assessment of the of social media outposts to to a pre-existing social platform, data, this could be attributed to reflect popular use. We reviewed where the community can relatively small user numbers Spaces Facebook, Twitter, YouTube, converse independently from and a focus by brands on using location-based social networks purchasing products or services. geo-location platforms as part of including Foursquare and a branded social campaign, rather Gowalla, and the brand’s own The use of more innovative than means of ongoing dialogue. community outpost where such outposts that feature an outpost existed. geo-location technology appears to remain in its infancy. Just 22% It is worth noting that with one of the brands in the ranking have Percentage brand adoption for Principles exception, all brands in the geo-location outposts, although each outpost: ranking have a Twitter outpost. 45% of these are inactive. Of This illustrates a significant the brands that actively use a 99% on Twitter adoption of this platform. In 94% on Facebook comparison, 94% of brands 83% on YouTube ranked had a Facebook outpost, 31% have a brand community and 83% of brands had a 22% use geo-location outpostsnversations YouTube presence. 6

Media 3 Relationships It is important to note that our methodology did not disadvantage a brand that used fewer outposts Figure 1 illustrates that whilst there is a general correlation between the Social Brand Score Brands can, and do, use than another. and the brand’s position in the different outposts for different ranking, a brand with one outpost reasons. The way brands engage could still score almost as high in their outposts by starting Figure 1. Social Brand Score against number of outposts as a brand with five outposts. conversations, responding and 60 Spaces The highest Social Brand Score generating content creates, and 50 of brands with one outpost was shares, value. AVG provided a Social Brand Score 37.15, whilst the lowest Score of good example when it took the 40 brands with five outposts was opportunity of our Social Brands 30 42.45; the difference is slight. 100 nomination campaign on Social Brand Twitter to drive advocacy using 20 The adage that it is quality, Score tweets linking to its promotional 10 not quantity, that counts is video on YouTube to encourage particularly applicable to social. nominations: 0 0 1 2 3 4 5 AVGFree AVGFree Please nominate @AVGFree #AVG for @socialbrands100 and No. of outposts here’s why! http://www.youtube.com/watch?v=2RyduSu8hP4 Thx for your support! 23 Nov This generated over 25 Twitter nominations, by far the highest of all our nominees, and showsConversations an ability to quickly respond to opportunities in social media. 7

Media 3 2. Appropriate social behaviours Relationships In reviewing behaviour, we It is worth noting that claims made by brands that lack authenticity, or are not acted-on measured ‘consistency’ over a For the top 20 brands, or followed through in practice, Claims made by brands that lack three-month period to establish the authenticity of the the ‘responding’ score was 35% higher can undermine relationships. Most notably within this research, or followed through in practice,@chrisb authenticity, or are not acted-on Spaces engagement of each brand within British Gas received very critical than the rest can undermine relationships their outposts. comments about its ‘we care’ claim by community members Whilst the top 20 brands achieved While the scores for starting who felt their service didn’t meet For social brands, achieving scores 29% higher than the other conversations and engaging the brand’s stated intent. consistency and authenticity brands in the ranking for ‘starting content are very important, the appears to go beyond a short- conversations’ and ‘engaging responding score visibly term activity, and has become a content’, the most significant demonstrates the authentic fundamental behaviour that differentiator for appropriate social behaviour of a brand. represents a permanent change behaviour was in ‘responding’ for the brand. scores. These scores related to the consistency of how the brand replied to questions, comments and suggestions made by members of a community.Conversations 8

Media 3 Amy Souter Dearest Fat face, am I so very sad, my lovely (but useless on the snood front) boyfriend bought me a snood for Christmas but not the one I wanted most - sad times! I’ve been in store today hoping to exchange for the desired snood but they’ve sold out and the helpful assistant lady said they weren’t expecting any more i... Relationships It also means acknowledging failure in the same way as 3. Win-win relationships Social brands understand that 18 hours ago See more Catriona Sale-Brown likes this. Fat Face Oh Amy, that’s the saddest story! You poor thing. Where abouts do you live? Let us know and we’ll see if any other stores still have them :) success is celebrated. For being social is not a campaign, 18 hours ago . Flag example Domino’s encourage but a commitment. These brands Amy Souter I know :-( Thank you Fat Face, I live in Leeds, Spaces people to post pictures of their embrace the needs of people and West Yorkshire! 17 hours ago . Flag Domino’s experiences, good and community and make it central to Fat Face How much would it make your day if we said we had bad, apologising for the bad: what they do, on many occasions tracked one down for you?! Well, there’s good news! The lovely guys in our Harrogate store have one and are going to take it putting the community’s immediate over to Leeds on Sunday, so it will be waiting for you on Monday if you want to pop in and swap ‘em over! Happy belated interests ahead of its own. Christmas Amy! ;) x 17 hours ago . Flag This frequently requires effort from the brand that goes beyond To achieve win-win, some brands the norm, although the advocacy clearly invest in the infrastructure achieved in doing so is also to enable and sustain this more significant. In social, commitment. First Direct’s ‘Little the opportunity to surpass Black Book’ brand community expectation can be found in helps create value by bringing each social interaction. together people based on shared interest and experiences. This is By example, Fat Face’s response less about banking and more to this customer’s request for help about living. Social is not a not only represents proactive campaign, butConversations service, but a personal interest a commitment in the outcome. 9

Media 4 Learnings Relationships Many insights can be drawn from this research. For us, the most significant are listed below: 4 The types of content that social brands create can be categorised as providing 6 Being appropriate in social doesn’t mean using a lot of brand outposts. The use of brand 9 Social brands are true, compelling, authentic and transparent. information, utility, entertainment, outposts is driven by what is 1 Social brands don’t just send reward, incentive or something most relevant for the community. 10 Social brands simplify their messages, they create value that reflects a person’s character intent and continually act against for people and communities. and what they value. Brands are 7 Negative and positive it. They have established what Spaces still totems to what we believe, sentiment is acknowledged and they want to achieve and ensure 2 Social brands are happy to reflecting our personality. accepted by social brands. everything builds towards this exchange rigid control of their commitment. To be a social brand, brand for greater involvement 5 Timeliness of response is a 8 Social brands create, develop you have to be a good brand, with people. critical indicator of social and encourage behaviours that a good employer, make good enablement. Social brands are mirror community or individual products, provide good customer 3 Social brands manage their agile and responsive to the needs behaviours. They meet and service and have a moral centre to brands in a more human context. of people, relishing opportunities exceed expectations, often your purpose shared by those that Principles It is less about the word of the as they arise. delighting people in doing so. represent you. brand guidelines and more about the spirit of the brand, often replacing formality around tone To be a social brand you need to of voice in favour of expressing have a moral centre to your purpose brand character, values, purpose shared by those that represent you and cause.Conversations 10

5 The ranking So here it is, our ranking of 100 social brandsRank Brand name Industry Social Brand Social Engagement Panel Score Score Score1 Dell Technology 53.10 14.60 38.502 Nike Plus Consumer product - electronics 51.90 15.40 36.503 Starbucks Leisure 51.10 12.60 38.504 giffgaff Telecom 50.60 15.60 35.005 Best Buy UK Retail 49.40 14.40 35.006 Zappos Retail 48.70 10.20 38.507 Innocent FMCG 48.00 15.00 33.008 Groupon UK Services 47.90 13.40 34.509 Blendtec Consumer product - electronics 45.70 11.20 34.5010 Converse Consumer product - fashion 45.30 11.80 33.5011 Pampers FMCG 45.30 14.80 30.5012 BBC Radio 1 Media & Entertainment 45.00 10.00 35.0013 BBC Media & Entertainment 44.40 10.40 34.0014 ASOS Retail - fashion 44.10 11.60 32.5015 AVG Technology 44.10 12.60 31.5016 Childs i Foundation Charity 43.80 17.80 26.0017 Nokia Consumer product - electronics 43.80 11.80 32.0018 Moo Services 43.00 9.00 34.0019 Old Spice Consumer product - beauty 42.70 8.20 34.5020 Sony Playstation Consumer product - electronics 42.45 13.20 29.2521 Amazon Retail 42.20 8.20 34.00 11

5Rank222324 Brand name KLM H&M Twitter Industry Travel Retail - fashion Social Network Social Brand Score 42.15 42.10 41.90 Social Engagement Score 12.40 11.60 7.40 Panel Score 29.75 30.50 34.5025 The Huffington Post Media & Entertainment 41.85 8.60 33.2526 Dominos Pizza Leisure 41.80 9.80 32.0027 First Direct Financial services 41.75 11.00 30.7528 The X Factor Media & Entertainment 41.75 10.00 31.7529 Tate Leisure 41.65 9.40 32.2530 Smirnoff FMCG 41.60 14.60 27.0031 Coca-Cola FMCG 41.40 8.40 33.0032 Virtuous Bread Social Network 41.40 14.40 27.0033 e.l.f. Cosmetics UK Retail - beauty 41.30 11.80 29.5034 Avon Consumer product - beauty 41.20 13.20 28.0035 O2 Telecom 40.85 11.60 29.2536 Eurostar Travel 40.70 10.20 30.5037 Virgin Atlantic Travel 40.65 9.40 31.2538 Ford Automotive 40.40 10.40 30.0039 Vodafone Telecom 40.00 11.00 29.0040 Panasonic Consumer product - electronics 39.55 13.80 25.7541 Microsoft Advertising Services 39.20 10.20 29.0042 T-Mobile Telecom 39.05 10.80 28.2543 Channel 4 Media & Entertainment 38.90 9.40 29.5044 IBM Technology 38.80 11.80 27.0045 Adidas Consumer product - fashion 38.70 11.20 27.5046 Colour DNA Social Network 38.60 9.60 29.0047 Fat Face Retail - fashion 38.60 11.60 27.0048 Muddy Boots Foods FMCG 38.35 10.60 27.7549 The Gap Retail - fashion 38.00 10.00 28.00 12

5Rank505152 Brand name Liz Earle Marmite Pepsi Industry Retail - beauty FMCG FMCG Social Brand Score 37.85 37.85 37.80 Social Engagement Score 11.60 8.60 9.80 Panel Score 26.25 29.25 28.0053 All Saints Retail - fashion 37.60 9.60 28.0054 Uniqlo UK Retail - fashion 37.40 12.40 25.0055 Ikea Retail 37.15 10.40 26.7556 P&G FMCG 37.15 6.40 30.7557 Walkers Crisps FMCG 37.05 9.80 27.2558 Motorola Consumer product - electronics 36.85 11.60 25.2559 Ushahidi Social Network 36.80 9.80 27.0060 New Look Retail - fashion 36.75 12.00 24.7561 Manchester City FC Leisure 36.70 8.20 28.5062 Disney Media & Entertainment 36.65 8.40 28.2563 Sweaty Betty UK Retail - fashion 36.35 9.60 26.7564 Red Bull FMCG 36.20 10.20 26.0065 Samsung Consumer product - electronics 35.60 10.60 25.0066 Sesame Street Media & Entertainment 35.40 8.40 27.0067 Burger King Leisure 35.30 8.20 27.1068 ITV2 Media & Entertainment 35.05 7.80 27.2569 Burberry Luxury goods 35.00 8.00 27.0070 Chiltern Railway Travel 34.90 8.40 26.5071 Sky Media & Entertainment 34.90 10.40 24.5072 McDonalds Leisure 34.75 9.00 25.7573 Next Retail - fashion 34.55 9.80 24.7574 Topshop Retail - fashion 34.00 7.00 27.0075 Chambers and Beau Retail 33.90 7.80 26.1076 B&Q Retail 33.90 12.40 21.50 13

5Rank777879 Brand name WKD Joe Browns Toyota Industry FMCG Retail - fashion Automotive Social Brand Score 33.60 33.55 33.55 Social Engagement Score 10.60 8.80 9.80 Panel Score 23.00 24.75 23.7580 London Midland Travel 33.40 8.40 25.0081 Nissan Automotive 33.35 10.60 22.7582 Qantas Travel 33.20 10.20 23.0083 Sky Sports Media & Entertainment 33.00 9.00 24.0084 Yoox Retail - fashion 32.95 8.20 24.7585 Heineken FMCG 32.90 7.40 25.5086 John Lewis Retail 32.75 11.00 21.7587 Victorias Secret Consumer product - fashion 32.60 7.60 25.0088 Jimmy Choo Luxury goods 32.20 10.20 22.0089 Thames Water Utilities 32.20 10.20 22.0090 Carlsberg FMCG 32.10 8.60 23.5091 BT Care Telecom 31.90 8.40 23.5092 Vauxhall (Customer Service) Automotive 31.75 11.00 20.7593 British Gas Utilities 30.65 11.40 19.2594 Paddy Power Retail 30.60 9.60 21.0095 Brays Cottage Pork Pies FMCG 30.50 8.00 22.5096 Charmin FMCG 29.30 9.80 19.5097 Gucci Luxury goods 29.00 8.00 21.0098 Gower Cottage Brownies Retail - food 28.50 8.00 20.5099 Southampton FC Leisure 25.80 6.80 19.00100 Twisted Twee Retail - fashion 25.40 7.40 18.00 14

6 Best practice Dell adapting Highest Social Brand Score to the importance of active listeningPerhaps more than any other brand, Dell has felt the power ofthe new landscape of social media and the need to adapt to it.We all remember the ‘Dell Hell’ of 2005, where Dell tops our Social Brand 100 ranking with thejournalist and blogger Jeff Jarvis vented about highest overall Social Brand Score, the highest The Dell Community has: • Contributed 15,248 ideashis frustrating dealings with Dell on his blog. This Panel Score and the 7th Social Engagement Score. • Promoted 738,322 timessparked a ‘blog storm’ as Dell consumers with These scores highlight two important points. • Posted 91,163 commentssimilar frustrations linked to Jarvis’ blog, whicheventually received widespread press coverage. Firstly, the behaviour exhibited by Dell’s Dell has:The exacerbating factor in Jarvis’ plight was that representatives in their outposts, brand community • Implemented 431 ideasDell was not listening – to him, or to the gathering and on topical sites is highly ‘social’. Secondly, the Follow us on Twitterblog storm. case of Dell is well publicised within the industry • New ideas @IdeaStorm and on a wider level because of the scale of the • Ideas in Action @IdeaStormActionIn a 2007 BusinessWeek article ‘Dell learns to reputational crises it suffered in 2005 and 2006listen’ Jarvis visits Dell and spends time with CEO (flaming laptops). Its efforts have therefore been wellMichael Dell to take stock of the company’s efforts documented and commented on, and are reiteratedin engaging with its consumers and the wider here as Dell comes first yet again.community. He opens the article with the statementthat ‘[i]n the age of customers empowered by blogsand social media, Dell has leapt from worst to first’. 15

6 Rank: 1 SBS: 53.10 SES: 14.60 Industry: Technology From a deeper analysis of the brand we have sales strategies, and even a broader set of issues‘Listen to your customers – they have highlighted that ‘active listening’ is the principle at from education to gaming and women’s interest. Athe power to improve your business. the core of Dell’s social brand effort. Its importance counter provides stats on ideas put forward, liked,What we learn from our customers is encapsulated in the ‘social media’ section of their and implemented by Dell to show that somethinghelps us be a better company’ Dell website stating: ‘listen to your customers – they have is actually being done with all these ideas. The the power to improve your business. What we learn fundamental nature of active listening for Dell was from our customers helps us be a better company’. recently highlighted by the launch of their Social Media Listening Command Centre in December This illustrates the organisational commitment 2010. According to Brian Solis this marks the point behind the creation of Dell’s IdeaStorm where ‘customers officially become part of Dell’s (www.ideastorm.com), a forum where community value proposition’. members can put forward their ideas on topics ranging from products, to Dell’s marketing and 16

6 giffgaff turning your business model into a win-win relationshipPart of the O2 Telefonica family, giffgaff is a fully independentmobile network run by its community.It went live in November 2009 and was met with company’s costs are kept low and they pass thesesome scepticism across both specialist and savings on directly to their customers. In Julymainstream press. A review from CNET UK referred 2010, the Guardian reported giffgaff making its firstto them as ‘O2’s bonkers-barmy crowdsourced customer payouts, stating that more than 40% ofphone network’. Another tech site writes ‘Giffgaff, customers were rewarded the previous month. ByO2’s venture into democratic MVNOs, has then the general attitude towards giffgaff and itslaunched, and its forums are already groaning innovative business model seemed to have changed.with customers asking inane questions that othercustomers struggle to answer’. This illustrates that what we refer to as the creation of ‘win-win relationships’ and is captured in theThe idea behind giffgaff is that members get following statement on giffgaff’s website: ‘Werewarded for running parts of the business believe in the power of the community. When thethemselves: answering questions, getting new community succeeds we succeed – and vicemembers, spreading the word about giffgaff versa’. If this wasn’t evidence enough, the wordand even developing new products. In turn the ‘giffgaff’ is ancient Scottish for ‘mutual giving’. 17

6 Rank: 4 SBS: 50.60 SES: 15.60 Industry: TelecomAnd according to the giffgaff manifesto, this sumsup what they are about, aiming to reach, togetherwith their community, the land of‘Cheapersimplerfairercommunicating’.Giffgaff ranked 4th in our Social Brands 100 with thesecond highest Social Engagement Score. In a waythis is no surprise. Giffgaff is organised to interactwith its community, having crowdsourced some ofthe traditional business functions, and meaningfullyengaging with it is therefore part of its DNA. Butgiffgaff’s rank in our research demonstrates twoimportant points. Firstly, community engagementcan happen consistently and sustainably, adding ‘We believe in the power of thevalue both to the brand and the community. community. When the communitySecondly, this works best when the whole business succeeds we succeed – and viceis geared towards not just accepting but embracingthe value and power of its community. versa’ giffgaff 18

6 Child’s i Foundation social media for social goodWhile researching brands for this project, we found theChild’s i Foundation particularly inspiring.Of course the fact that it is a charity has in itself The idea is to ask people to donate time, love oran inspirational quality, but we got a real feeling money – or all of the above – and to use videothat there was something different about this one. updates to create an online community in whichDelving a bit deeper, we understood why. supporters can actually see for themselves the difference they are making. This is reflected in theChild’s i Foundation’s goal is to help solve the clear set of values upheld by the Foundation:endemic problem of babies being abandonedin Uganda. To achieve this, the Foundation built 1. We are a communityitself around social brand principles, to develop ‘Everything we do revolves around our communityand engage with a community of people through and the connections we make through it, and oursocial media. The ‘i’ in Child’s i Foundation stands ability to generate conversation and connect.’for ‘interaction’ and the charity’s business modelis best explained, according to its founders, with 2. Doing things differentlythe concept of ‘netroots’, defined as ‘[a] grassroots ‘We’re committed to creatively striving for changemovement that uses the Internet to communicate, in new ways, through both the work we do and theorganise, and raise money’ (by www.wordspy.com). way that we do it.’ 19

6 Rank: 16 SBS: 43.80 SES: 17.80 Industry: CharityHighest Social Engagement Score 3. Transparency This shows that its intent is clear: the objectives will‘We want our supporters to be part of ‘We want our supporters to be part of our journey, be achieved only through successful engagementour journey, to truly experience our to truly experience our successes, as well as our with its supporters.successes, as well as our failures. failures. We like to have conversations with ourWe like to have conversations with supporters, and create a credible and compelling Reaching the highest Social Engagement Score in groundswell of support for our project as we tell our our ranking shows that the way Child’s i Foundationour supporters, and create a story online.’ is going about its work is a direct reflection ofcredible and compelling groundswell a strategic commitment revolving around true,of support for our project as we tell 4. Contribution authentic, transparent and compelling engagementour story online’ Child’s i Foundation ‘Individual contribution, giving of credit where credit’s with the community. due, genuine advocacy – are all at the heart of our passion, and they determine how well we can respond to the needs of those we are seeking to serve.’ 20

Media 7 Methodology of social principles. Relationships Whether a brand is social rests on its ability to stay true to a set Here’s how we did it. Firstly, we openly asked people which brands they thought were provided the basis for analysing the brand’s ability to manage, join and start conversations. The data was normalised so that the impact of a brand’s size and popularity on the result was social, crowd sourcing our Social minimised. While size and The first is a willingness to actively Brands 100 through a Twitter Simultaneously, our social media popularity was factored, the listen and respond to what people nomination process running data analytics provider, brand’s engagement style on its care about. The second is to between 8th and 30th November Brandwatch, ran analytics on outposts and in topical sites Spaces demonstrate appropriate social 2010. each brand for a period of three remained the principal focus of the behaviours that remain compelling, months, and that data completed Social Engagement Score. true, authentic and transparent. Secondly, we undertook desk- the measurement used to award Finally, it is the brand’s ability to based research on all the brands the Social Engagement Score to Finally, our Expert Panel provided create and sustain a win-win nominated, with around 30,000 each brand. Brandwatch provided a score for each brand, reflecting relationship with others. tweets, posts, comments, and data on the number of ‘mentions’ their industry expertise around a This means that there is clearly a likes being examined to provide of the brand and the most topical brand’s social activities. The large internal element to what the quantitative basis for the sites where the brand was panel’s score was then Principles makes a brand social, in terms of Social Engagement Score. discussed, allowing us to examine aggregated. intention, commitment and how it the brand’s interactions and engages and behaves towards its We reviewed five common social conversations. All data used in To achieve a final Social Brand employees. For this first ranking, brand outposts and examined the creating the ranking relates to Score, we added the Social we were unable to talk with each brand’s behaviour based on the brand activity between September Engagement Score and the Expert brand about these things, so our following criteria: their ability to 2010 and January 2011. Panel Scores together to create methodology focused on ‘start conversations’, the the Social Brands 100 ranking.nversations measuring the visible effects of a ‘engaging quality of the content brand’s social intent. they created and shared’ and the brand’s ‘responsiveness to comments or questions from the community’. These three things 21

Media 8 Acknowledgements Relationships This has been an ambitious and challenging project from the start, and even though we are not by Anne McCrossan, Visceral Business, @Annemcx Daniele Fiandaca, Creative Then there are a few people in the team that we wanted to thank. Steve Sponder for co-ordinating the work of Brandwatch, our social media data analytics provider for this project. any means pretending to have (@stevesponder), Strategy Social and Digital Fauna, @yellif definitive answers to the many Director for Lawton Again, we would like to thank questions raised by our research Gavin Marshall, AAR, @gav_m Communications Group, for Brandwatch for the enormous and subsequent ranking, we are Laurence Buchanan, Capgemini, coming up with the idea. This amount of data it provided, without Spaces proud of what we have achieved @buchanla project was his vision and which a study of this scope would and would like to take the inspiration, which was developed have been incomplete. Lisa Harris, University of opportunity to thank the many and put into practice through the Southampton, @lisaharris people who have made it a reality. tremendous work of our Social Finally, the rest of the team at Matthew Fraser, MWF Brand Researcher Jen Welch, Headstream deserves a mention Firstly, we would like to reiterate Consulting, @frasermatthew who designed the scope and – Jules, Kirsty, Laura, Lizzie and our thanks to our Panel who took methodology together with Chris Maeve – for giving thoughts, Nick Jones, COI, the time to share their knowledge Buckley, and undertook feedback, comments, suggestions Principles @NickJonesCOI to provide their expert scores: the research. and general support every step of Stefan Kolle, Futurelab, the way. @FLB_StefanKolle To help her with metrics, measures Ted Hunt, this is helpful, and maths our warmest thanks go @this_is_helpful to Neil Crookes, Head of Development, and Nick Owen, Vikki Chowney, Reputation Head of Data Analytics at Five bynversations Online, @vikkichowney Five. Nick was also responsible 22

Media 9 Get in touch of Headstream contact: Andrea Catt Relationships For further information on this report or the work @headstream andrea.catt@headstream.com +44 (0)23 8082 8520 Spaces Press enquiries: Maeve O’Sullivan @maeve_os maeve.osullivan@headstream.com +44 (0)20 7902 2985 www.socialbrands100.com or follow us on Twitter @socialbrands100 and @headstream Principlesnversations 23

10 Appendix CharityHere is a breakdown of the 1%sectors represented in the Social Financial Utilities Technology servicesBrands 100. This is followed by 2% 3% 1%two modified versions of ourranking, one where the 100 Services 3%social brands are ranked by Retail Luxury goods 24%sector and another with average 3%sector scores. Social Network 4% Automotive 4% Telecom 5% Figure 1: Social Brands 100 sector breakdown Travel 6% FMCG 15% Leisure 7% Media & Consumer Entertainment product 10% 12% 24

10Social Brands 100 by sectorIndustry Brand name Rank Social Brand Social Engagement Panel Score Score ScoreAutomotive Ford 38 40.40 10.40 30.00Automotive Toyota 79 33.55 9.80 23.75Automotive Nissan 81 33.35 10.60 22.75Automotive Vauxhall (Customer Service) 92 31.75 11.00 20.75Charity Childs i Foundation 16 43.80 17.80 26.00Consumer product - beauty Old Spice 19 42.70 8.20 34.50Consumer product - beauty Avon 34 41.20 13.20 28.00Consumer product - electronics Nike Plus 2 51.90 15.40 36.50Consumer product - electronics Blendtec 9 45.70 11.20 34.50Consumer product - electronics Nokia 17 43.80 11.80 32.00Consumer product - electronics Sony Playstation 20 42.45 13.20 29.25Consumer product - electronics Panasonic 40 39.55 13.80 25.75Consumer product - electronics Motorola 58 36.85 11.60 25.25Consumer product - electronics Samsung 65 35.60 10.60 25.00Consumer product - fashion Converse 10 45.30 11.80 33.50Consumer product - fashion Adidas 45 38.70 11.20 27.50Consumer product - fashion Victorias Secret 87 32.60 7.60 25.00Financial services First Direct 27 41.75 11.00 30.75FMCG Innocent 7 48.00 15.00 33.00FMCG Pampers 11 45.30 14.80 30.50 25

10IndustryFMCGFMCGFMCGFMCG Brand name Smirnoff Coca-Cola Muddy Boots Foods Marmite Rank 30 31 48 51 Social Brand Score 41.60 41.40 38.35 37.85 Social Engagement Score 14.60 8.40 10.60 8.60 Panel Score 27.00 33.00 27.75 29.25FMCG Pepsi 52 37.80 9.80 28.00FMCG P&G 56 37.15 6.40 30.75FMCG Walkers Crisps 57 37.05 9.80 27.25FMCG Red Bull 64 36.20 10.20 26.00FMCG WKD 77 33.60 10.60 23.00FMCG Heineken 85 32.90 7.40 25.50FMCG Carlsberg 90 32.10 8.60 23.50FMCG Brays Cottage Pork Pies 95 30.50 8.00 22.50FMCG Charmin 96 29.30 9.80 19.50Leisure Starbucks 3 51.10 12.60 38.50Leisure Dominos Pizza 26 41.80 9.80 32.00Leisure Tate 29 41.65 9.40 32.25Leisure Manchester City FC 61 36.70 8.20 28.50Leisure Burger King 67 35.30 8.20 27.10Leisure McDonalds 72 34.75 9.00 25.75Leisure Southampton FC 99 25.80 6.80 19.00Luxury goods Burberry 69 3500 8.00 27.00Luxury goods Jimmy Choo 88 32.20 10.20 22.00Luxury goods Gucci 97 29.00 8.00 21.00Media & Entertainment BBC Radio 1 12 45.00 10.00 35.00Media & Entertainment BBC 13 44.40 10.40 34.00Media & Entertainment The Huffington Post 25 41.85 8.60 33.25 26

10IndustryMedia & EntertainmentMedia & EntertainmentMedia & EntertainmentMedia & Entertainment Brand name The X Factor Channel 4 Disney Sesame Street Rank 28 43 62 66 Social Brand Score 41.75 38.90 36.65 35.40 Social Engagement Score 10.00 9.40 8.40 8.40 Panel Score 31.75 29.50 28.25 27.00Media & Entertainment ITV2 68 35.05 7.80 27.25Media & Entertainment Sky 71 34.90 10.40 24.50Media & Entertainment Sky Sports 83 33.00 9.00 24.00Retail Best Buy UK 5 49.40 14.40 35.00Retail Zappos 6 48.70 10.20 38.50Retail Amazon 21 42.20 8.20 34.00Retail Ikea 55 37.15 10.40 26.75Retail Chambers and Beau 75 33.90 7.80 26.10Retail B&Q 76 33.90 12.40 21.50Retail John Lewis 86 32.75 11.00 21.75Retail Paddy Power 94 30.60 9.60 21.00Retail - beauty e.l.f. Cosmetics UK 33 41.30 11.80 29.50Retail - beauty Liz Earle 50 37.85 11.60 26.25Retail - fashion ASOS 14 44.10 11.60 32.50Retail - fashion H&M 23 42.10 11.60 30.50Retail - fashion Fat Face 47 38.60 11.60 27.00Retail - fashion The Gap 49 38.00 10.00 28.00Retail - fashion All Saints 53 37.60 9.60 28.00Retail - fashion Uniqlo UK 54 37.40 12.40 25.00Retail - fashion New Look 60 36.75 12.00 24.75Retail - fashion Sweaty Betty UK 63 36.35 9.60 26.75Retail - fashion Next 73 34.55 9.80 24.75Retail - fashion Topshop 74 34.00 7.00 27.00 27

10IndustryRetail - fashionRetail - fashionRetail - fashionRetail - food Brand name Joe Browns Yoox Twisted Twee Gower Cottage Brownies Rank 78 84 100 98 Social Brand Score 33.55 32.95 25.40 28.50 Social Engagement Score 8.80 8.20 7.40 8.00 Panel Score 24.75 24.75 18.00 20.50Services Groupon UK 8 47.90 13.40 34.50Services Moo 18 43.00 9.00 34.00Services Microsoft Advertising 41 39.20 10.20 29.00Social Network Twitter 24 41.90 7.40 34.50Social Network Virtuous Bread 32 41.40 14.40 27.00Social Network Colour DNA 46 38.60 9.60 29.00Social Network Ushahidi 59 36.80 9.80 27.00Technology Dell 1 53.10 14.60 38.50Technology AVG 15 44.10 12.60 31.50Technology IBM 44 38.80 11.80 27.00Telecom giffgaff 4 50.60 15.60 35.00Telecom O2 35 40.85 11.60 29.25Telecom Vodafone 39 40.00 11.00 29.00Telecom T-Mobile 42 39.05 10.80 28.25Telecom BT Care 91 31.90 8.40 23.50Travel KLM 22 42.15 12.40 29.75Travel Eurostar 36 40.70 10.20 30.50Travel Virgin Atlantic 37 40.65 9.40 31.25Travel Chiltern Railway 70 34.90 8.40 26.50Travel London Midland 80 33.40 8.40 25.00Travel Qantas 82 33.20 10.20 23.00Utilities Thames Water 89 32.20 10.20 22.00Utilities British Gas 93 30.65 11.40 19.25 28

10Social Brands 100 average sector scoresIndustry Average Social Average Social Average Brand Score Engagement Score Panel ScoreTechnology 45.33 13.00 32.33Charity 43.80 17.80 26.00Services 43.37 10.87 32.50Consumer product - electronics 42.26 12.51 29.75Consumer product - beauty 41.95 10.70 31.25Financial services 41.75 11.00 30.75Telecom 40.48 11.48 29.00Social Network 39.68 10.30 29.38Retail - beauty 39.58 11.70 27.88Consumer product - fashion 38.87 10.20 28.67Media & Entertainment 38.69 9.24 29.45Retail 38.58 10.50 28.08Leisure 38.16 9.14 29.01Travel 37.50 9.83 27.67FMCG 37.27 10.17 27.10Retail - fashion 36.26 9.97 26.29Automotive 34.76 10.45 24.31Luxury goods 32.07 8.73 23.33Utilities 31.43 10.80 20.63Retail - food 28.50 8.00 20.50 29

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Social Brands 100 Report - March 2011

by Jas Dhaliwal on Mar 11, 2011

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Social Brands 100 Report - March 2011 — Presentation Transcript