Transcript of "Social media strategy foreword & contents"
From the AuthorThe purpose of this document is to deliver a top line strategic recommendation for GlobalBlue’s social media activity in 2013. The plan will also identify key objectives for social mediachannels and recommended management practices to allow Global Blue to integrate socialengagement into their marketing activity. Whilst Global Blue currently have a number ofsocial media assets, this plan is referred to as “Year One” being the first year of this newstrategy being implemented.Before embarking on any social media campaign or activity, it is important to understand theopportunities and boundaries of social media as a channel that can help brands develop astronger relationship with consumers and from that drivessignificant reach (and otherbenefits).Social media is NOT an advertising or marketing channel. Any activity undertaken within thesocial media environment that goes beyond digital advertising is done so at the absolute riskof the brand. Social media is not a channel whereby increased messaging can deliver higherrecall and incremental reach. In fact quite the opposite – pushtoo manycommercialmessages and users can simply turn you off. Ending both your relationship withthat person in the social media landscape, and the potential you had for them to spread theword about your brand to their friends and personal network.Social media is a RELATIONSHIP. Between your brand and the consumer, and based entirelyon their terms.It is critical when developing and executing a social media strategy that the brand is acutelyaware of the different outcomes that are generated from social content, social reach, socialengagement, and social networking. February 20132
It is through the integration of all of these assets that we can look to deliver tangible resultsand marketing support in partnership with all of a brands communication and marketingactivity.In my experience there, are three common misconceptions that many marketers make aboutsocial media… 1. “I’m running a social campaign that will deliver enormous highly targeted reach!” – only if you are running a number of ads across social media channels to support it, in which case yes it will, but this is not a social campaign, it is a digital advertising campaign. 2. “I need to stop these people saying bad things about my brand!” – You can’t, the good news however – is you now know what they’re saying, and you didn’t have to spend thousands of dollars on research to discover it, plus you can be a part of the conversation and respond directly to the people talking about your brand. 3. “I want my social media idea to go VIRAL!”– What goes viral is out of your hands, you can’t plan for it, guarantee it or even hope for it. You can buy it, but then is it truly viral if you do? Going viral/trending or being the hottest thing on social media is like everything viral online – out of your control! The best you can do is hope to give your fans/followers/customers something THEY want – not something YOU want.More often than not, marketers overlook the power of social media’s unique benefits; You can now develop a 1-1 relationship with your customers Those customers with a single click – can endorse your brand to ALL of their friends You are now plugged into and can listen to thousands of conversations that people are having about your brand – and you can now have a voice in those conversations February 20133
Social media if managed correctly – can be one of the most powerful andpersuasive brand activities any company can undertake! - Jeremy LeonardCONTENTS 1. SOCIAL MEDIA OBJECTIVES i. Social media requirements Can social media assist with Global Blues key marketing objectives? What are Global Blue’s key social media objectives? ii. Key objectives defined; Awareness Recruitment iii. How social media can achieve these objectives Awareness Recruitment Engagement iv. What else can we achieve? Consumer insights & learnings Customer services 2. WHO ARE WE TALKING TO? i. Who is the audience? ii. Identifying the primary social audience iii. What is our desired audience response? 3. WHAT CHANNELS SHOULD WE USE? i. Regional vs. global platforms (including restrictions) Russia China Indonesia ii. Cost vs. reward Should Global Blue develop multi-platform assets? iii. Operational restrictions Management Monitoring Content 4. OPERATIONAL STRUCTURE i. Social media management Internal vs. external ii. Recommended operating structure for Global Blue iii. Internal resource and staffing Roles and responsibilities Head of social media Country lead – social media February 20134
iv. Internal best practices Response times An answer is an answer Customer services5. OPERATIONAL MANAGEMENT i. Community management How to manage Global Blue’s social communities ii. Best practices Set up and operational readiness iii. Monitoring and responding Moderation policy a. Breach of terms b. Defamation c. Self/business promotion d. Copyright e. Other laws Response policy a. Green light b. Orange light c. Red light iv. Conversational tone Issue response General conversation Positive affirmation v. Reporting Monthly insights reporting Can technology help? vi. Content development How to develop relevant content Application development & management Social integration vii. Crisis management How to identify and avoid social crisis How to respond to a crisis How to turn a crisis into a “win” CASE STUDY: McDonald’s NZ – bring back the McFlurry viii. Operational crisis plan When to respond to a crisis How to respond6. 2013 SOCIAL STRATEGY i. Community/platform setups Community set up/redesign a. Russia b. China c. Indonesia Recruitment February 20135
Engagement Tone of voice 12 month calendar ii. Content recommendations What content should Global Blue be distributing through social channels? iii. What content should Global Blue be sharing? Applications7. SOCIAL MEDIA CAMPAIGNS i. Recruitment Win a trip for you and 3 friends to shop – tax free! ii. Added value Check-in here and the coffee’s on us iii. Innovation Sign up now for your Global Blue Card and the shopping’s on us! iv. Partners Example: Harrods’s sale8. MEASUREMENT i. Reach Fan numbers Engagement Impressions ii. Awareness Brand research Campaign tracking Commercial success9. STRATEGIC OVERVIEW & SUMMARY OF RECOMMENDATION Objectives Audience Channel recommendation Recommended operational structure Strategic content recommendation Measurement10. FINANCIALS Budgeting guideline February 20136