Taming the Tiger - Navigating Your Brand in the Age of Conversation
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Social Media Today,

Social Media Today,
Role of New Media Engagements,
Integrating Communications with Your Business Strategy,
Overcoming Challenges

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Taming the Tiger - Navigating Your Brand in the Age of Conversation Presentation Transcript

  • 1. Taming the Tiger
 @larsv Navigating Your Brand in the Age of Conversation • Social Media Today People • Role of New Media Processes Engagements • Integrating Policies Communications with Your Business Strategy • Overcoming ChallengesLars VoedischManaging Media Consultant, APACDow Jones and Companylars.voedisch@dowjones.com ©2011 Dow Jones & Company
  • 2. About Dow Jones: Meet the Family ©2011 Dow Jones & Company 4
  • 3. ©2011 Dow Jones & CompanySource: What happens on the Internet every 60 seconds - Rosa Golijan
  • 4. Dilemma: Be (seen) innovative – 
But please don’t take any risk, useonly proven methods ©2011 Dow Jones & Company 3
  • 5. Internet Users In Asia Using Social Media Networks ©2011 Dow Jones & Company
  • 6. Asia Pacific’s Top Social Networking Sites ©2011 Dow Jones & Company
  • 7. Online Engagement? Customers are very demanding! [Brands] have to surprise me, not only meet my needs, but anticipate my needs. By using social media exclusively, I think the company has to • answer me whenever I have a question, • enlighten me whenever I complain, • and thank me whenever I compliment them.Source: The Language of Love in Social Media - Firefly Millward Brown ©2011 Dow Jones & Company
  • 8. Challenge within Organizations: Who ‘owns’ Social Media?Source: Blurring Lines, Turf Battles and Tweets: The Real Impact of Integrated Communications on Marketing and PR ©2011 Dow Jones & Company
  • 9. Challenge within Organizations: Who ‘owns’ Social Media? Who Cares?Source: Blurring Lines, Turf Battles and Tweets: The Real Impact of Integrated Communications on Marketing and PR ©2011 Dow Jones & Company
  • 10. The PR Perspective:Social or not – it’s Media Relations?! ©2011 Dow Jones & Company
  • 11. Social Media Relations: Everything Changes!?Everything Changes Nothing Changes• It’s about two-way • You’ve to manage conversations relationships• You’ve to deal with more • So it’s wires, print, channels broadcast – and social media• We HAVE to listen and understand what’s said • You already: monitor and about us! analyze your media coverage• What about those negative comments and • Not every negative posts? comment means a crisis• The game get’s so much • Already forgot faster newswires? Look at trends over time ©2011 Dow Jones & Company
  • 12. Simple But Crucial: 
Be Clear About Your (Social) Media Strategy Goals • Goals drive the strategy and tactics you are going to use • What’s your ultimate objective: 1. Awareness 2. Customer Service 3. Image / Reputation 4. Sales 5. Cost savings 6. Something else?Source: 25 Must Read Social Media Marketing Tips ©2011 Dow Jones & Company 13
  • 13. So What Should You Be Talking About?E.g. Technology, Legislation, Competition Industry… trends, news, data, adviceYour… products, offers, service, people Source: Developing your conversation sphere - CommsCorner ©2011 Dow Jones & Company
  • 14. When it comes to an end… the Social Break-UpSource: The Social Break-Up – Exact Target ©2011 Dow Jones & Company
  • 15. When it comes to an end…
 the Social Break-UpSource: The Social Break-Up – Exact Target ©2011 Dow Jones & Company
  • 16. Activists Nestlé: “To repeat: wechange their welcome yourFacebook comments, but pleaseprofile dont post using an Now italtered version oflearnings: Key even went worse with all anyphotos to kinds of criticism, allegationsanti-Nestlé of our logos as your and simple insults being beDont use Control? profile pic--they willslogans and posted (e.g. bottledlawyers to take waterstart posting deleted” dispute in the US, “killing off the thingsto the Nestlé babies”…) Internetfan page Nestlé What are your unwillingly it, Admit it, stop Rules of Engagement? put public and apologize. FAST!A crisis response protocol? attention to How fast can you react?Greenpeaces Customers criticizing you are Who decides? video telling you campaign very something valuable ©2011 Dow Jones & Company
  • 17. Challenge within Organizations:Who ‘owns’ Social Media? Who are you stakeholders ? ©2011 Dow Jones & Company 21
  • 18. Dealing with Social Media:
What is your first line of defense – or engagement? Ops Manager Marketing Intern ? Who Sales Exec All staff handles Social Agency PR Media? IT Helpdesk Customer Receptionist Service ©2011 Dow Jones & Company 22
  • 19. Dealing with Social Media:
What is your first line of defense – or engagement? Ops Manager Marketing Intern ? Who Sales Exec All staff handles Remember: Social Agency PR The customer,Media? shareholder, journalist… does not care IT Helpdesk about your internal structures Customer budget! or Receptionist Service ©2011 Dow Jones & Company 23
  • 20. Professional Use of Social Tools – Explicitly Wanted! ©2011 Dow Jones & Company
  • 21. Does every scenario need the same response? PeopleImpact Process Policies a th Engage P tion Discover a la s c E Analyze Monitor Time ©2011 Dow Jones & Company
  • 22. Understand the context?It takes 20 years to build areputation and five minutes to ruinit. If you think about that, you’ll dothings differently.Warren Buffet ©2011 Dow Jones & Company 27
  • 23. What’s really going on? How bad (or good) is it? Where does a CRISIS happen vs. How does the story where does it start? play out in traditional and social media? ©2011 Dow Jones & Company 28
  • 24. How @Toyota Turned #toyotafail 
 Into a Social Media PR WinSource: How @Toyota Turned #toyotafail Into a Social Media PR Win - CoTweet ©2011 Dow Jones & Company 29
  • 25. How @Toyota Turned #toyotafail 
 Into a Social Media PR Win Key Learnings 1) Speed is critical (on Twitter) 2) Honesty is a virtue 3) Brands have to be on alert in order to correct any false assumptions before they reach critical mass 4) Track itSource: How @Toyota Turned #toyotafail Into a Social Media PR Win - CoTweet ©2011 Dow Jones & Company 30
  • 26. Crisis Survival Lessons for the 
 Social Media Age • Size doesn’t matter – A failure to engage a captive and influential audience represents an utter misunderstanding of the power that online communities wield in crisis. • What Got You Here, Won’t Get You There – It is essential to at least assuage consumer fears by acknowledging the problem and affirming that all that can be done is being done • You Can Not Advertise Out of Crisis – Traditional advertising and brand/reputation management cannot work in a galaxy where crisis moves at the speed of light. 
Source: 3 Crisis Survival Lessons for the Social Media Age – Dallas Lawrence/Mashable ©2011 Dow Jones & Company 31
  • 27. Does every scenario need the same response? PeopleImpact Process Policies a th Engage P tion Discover a la s c E Analyze Monitor Time ©2011 Dow Jones & Company
  • 28. SOCIAL MEDIA COMMENT RESPONSE CHARTSource: Enhanced Social Media Response Chart – Deirdre Breakenridge ©2011 Dow Jones & Company
  • 29. How to Deal 
with Comments –
YOUR Response Plan • Comment / Blog Post Validity • Level of Responsibility • Level of Respect • The Commenter is a Troll / Rager • The Commenter is a Spammer by NatureSource: PR 2.0 Comment Response Chart ©2011 Dow Jones & Company
  • 30. Sorry seems to be the hardest word…• Dont RE-act right away• Acknowledge - Dont be angry• Admit the mistake and apologize  • Take ownership• Ask for forgiveness and make the needed changes
Source: When Youre Wrong, Say Youre Sorry - SOLUTIONS: Social Media ©2011 Dow Jones & Company 36
  • 31. We heard about the Bad and the Ugly…. 
 Let’s switch to the ‘Good’: The Old Spice CampaignSource: W + K Old Spice Case Study ©2011 Dow Jones & Company
  • 32. How Much Time Does Social Media Engagement Take?Source: How much time does social media marketing take - Gigaom / Aliza Sherman ©2011 Dow Jones & Company
  • 33. The world we live in… ©2011 Dow Jones & Company
  • 34. The Inside Look:
 How do you WANT your staff to use Social Media? • Do you have a social media policy? • Is your policy easy to read?  Can you make it an engaging experience? • Is it welcoming to employees and customers, or does it sound like it was written by lawyers? • In addition to your policy, are you educating your employees on how to properly use social media in a way that will help them as well as help tell your brand story?Source: Is Your Social Media Policy Hurting Your Brand? - MENG ©2011 Dow Jones & Company 43
  • 35. Social Media Policy - Examples Transparency Protection Respect Responsibility Utilization Respect Responsibility Representation ©2011 Dow Jones & Company 44
  • 36. Social Media Policy - Examples ©2011 Dow Jones & Company 45
  • 37. Social Media Policies – More than Common Sense?What should be included?• Purpose (encouragements or laws; personal / business use)• Dos (e.g. respect copyrights; say who you are…)• Don’ts (e.g. forget your day job; get personal, …)• Escalation process & Contacts• Implementation plan!!! Useful Resources: • Social Media Daily: 6 Key Elements of a Social Media Policy and Why You Need Them • Social Media Policy Templates: Lessons Learned for 20 IT Social Media Policy Documents • Social Media Governance – 164 Company Policies ©2011 Dow Jones & Company 46
  • 38. You DON’T have Social Media Access? Common (questionable) reasons for blocking SNS • Productivity (Productivity increases 9% among employees who are able to access the Net for fun during work – University of Melbourne study) • Attacks from Hackers (If the U.S. Military can do it, so can your organization) • Data Leaks (… but you DO have email, mobile phones, blackberry’s…) • Slows a company’s internet connection (Bandwidth is the paper of the digital age)Source: Demolishing Barclay Communications’ blocking argument point by point – Stop Blocking! ©2011 Dow Jones & Company
  • 39. Outlook &Summary ©2011 Dow Jones & Company
  • 40. Future-Proofing Public Relations Who do YOU want to be? Critical Analytical Skills Gamblers WinnersVanity Publishing Strategic Business Orientation Ostriches Bluffers No Analytical Skills ©2011 Dow Jones & Company 49
  • 41. Winners know what success look like:Translating PR results into the language of business• 60% of companies (PR Week) are measuring PR/ Communications at the request of senior management. – Better start before management asks for it• Use the right approach with the correct content – Show the whole picture through meaningful KPIs• Turn simple outputs into meaningful outcomes: Connect the dots between clip counts –trends in coverage and favourabilitySource: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“. ©2011 Dow Jones & Company
  • 42. Winners know what success look like:Translating PR results into the language of business• 60% of companies (PR Week) are measuring PR/ Communications at the request of senior management. – Better start before management asks for it• Use the right approach with the correct content – Show the whole picture through meaningful “…From an executive’s viewpoint, it KPIs cansimple interpreted asoutcomes:• Turn be outputs into meaningful the difference Connect the dots between clip counts –trends in betweenfavourability team being busy and coverage and the PR the PR team being indispensable.Source: Dow Jones E-book: “Talk to me – 10 tips for translating the PR results into the language of business“. ©2011 Dow Jones & Company
  • 43. What happens in Huili county / Sichuan… ©2011 Dow Jones & Company
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  • 51. ©2011 Dow Jones & Company
  • 52. Rules of Engagement – Things to ConsiderGet your processes right• Monitor• Analyze• Discover• Engage / Respond PeopleWhat you need: Processes•A PLAN & Resources!• Scenario planning & Reaction Plans Policies• GuidelinesThere is no one-size-fits-all• Better start small than not at all• Form a team• Have fun! ©2011 Dow Jones & Company 62
  • 53. ‘Classic’ Case Study: Domino’s YouTube Experience• Domino’s Pizza Chain discovered the power of viral marketing last month: two employees in the US filmed "prank" videos of themselves stuffing cheese up their noses and then putting it into sandwiches.• The video went popular on YouTube (over 1 million views), and Twitter lit up with disgusted customer complaints.• Domino’s apologized and put its own President on YouTube, started a Twitter response site;• Still: In just a few days, Domino’s reputation was damaged. ©2011 Dow Jones & Company
  • 54. ‘Classic’ Case Study: Domino’s YouTube Experience• Domino’s Pizza Chain discovered the power of viral marketing last month: two employees in the US filmed "prank" videos of themselves stuffing cheese up their noses and then putting it into sandwiches.• The video went popular on YouTube (over 1 million views), and Twitter lit up with disgusted customer complaints.• Domino’s apologized and put its own President on YouTube, started a Twitter response site;• Still: In just a few days, Domino’s reputation was damaged. ©2011 Dow Jones & Company
  • 55. ‘Classic’ Case Study: Domino’s YouTubeExperience Who in YOUR company would go on Youtube? What to wear? What to say? Who to talk to? Are you ready? Nobody will wait for you…! ©2011 Dow Jones & Company
  • 56. Questions? @larsv Thank you. Lars Voedisch Managing Media Consultant, APAC Dow Jones and Company lars.voedisch@dowjones.com @larsv ©2011 Dow Jones & Company
  • 57. Taming the Tiger
 @larsv Navigating Your Brand in the Age of Conversation • Social Media Today People • Role of New Media Processes Engagements • Integrating Policies Communications with Your Business Strategy • Overcoming ChallengesLars VoedischManaging Media Consultant, APACDow Jones and Companylars.voedisch@dowjones.com ©2011 Dow Jones & Company