Understanding the world of social media

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Presentation at Bilgi University, 12 December 2012

Presentation at Bilgi University, 12 December 2012

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  • 1. Understanding the world of social media Istanbul 12 December 2012
  • 2. The story of a failingsocial media strategy ?
  • 3. The story of a failingsocial media strategy Objective = maximising reach and engagement
  • 4. The story of a failingsocial media strategy
  • 5. The story of a failingsocial media strategy
  • 6. The story of a failingsocial media strategy How does this translate into aWhy? business benefit? What is the link between your Facebook activity and the metrics?
  • 7. The story of a failingsocial media strategy ? ? How does this translate into a business benefit?
  • 8. “The great thing aboutFacebook is that it tellsme what people think ofmy latest TV ad”
  • 9. Brands need to understand that there are now two worldsThe World of You have to understand andthe Audience respect the fact that the cultures and practices within these worlds are different The World of the Individual
  • 10. THE GREAT THING ABOUTADVERTISING IS THATNOBODY TAKES ITPERSONALLY
  • 11. Understanding the World of the Audience
  • 12. Information Distribution(message) (medium)
  • 13. Marketing = the art of reduction Creative Web designer Director A 30 second, one-to-many mass message
  • 14. Marketing andcommunication was achannel and message problem
  • 15. What is the social media revolution? SeparationInformation Means of distribution
  • 16. The World ofChannel andMessage
  • 17. “525 permutations ofSocial media: it’s not a information source,channel and message forms of media or problemtechnology platform”
  • 18. • Saying something supportive• Saying something critical• Asking a question (for which your organisation is the answer)• Indicating a willingness to help you
  • 19. The World ofChannel andMessage The World of Behaviour Identification and Response
  • 20. What is the role of traditional media?
  • 21. Problem: social media does not have scale (engine) built into itSocial media is really an infrastructure or set of tools
  • 22. Solve the problem byadding scale to a socialmedia presence Objective = maximising reach and engagement
  • 23. “If these were response rates to a DM campaign – I would fire the agency”
  • 24. The digital dilemma
  • 25. Consumers / customerscan operate seamlesslyin both worlds
  • 26. Understanding the world of the individual
  • 27. What brands think consumers wantEngagement
  • 28. What brands think consumers want Brand Consumer“If I am engaged with my consumers,that must mean they really love me”
  • 29. An example of engagement
  • 30. There are two types of EngagementThe engagement brands want The engagement consumersto have with their consumers want to have with brands (but were unable to have BSM)
  • 31. Brand ‘engagement’Superficial Manipulative ‘Loyalty’ Huge gap with ‘Respect’ consumers ‘Passion’ definition of these ‘Love’ terms But… it works!
  • 32. At best it can give you warm andfuzzy moment before you get onwith your lifeAnd when you come to make apurchase decision, the faintafterglow of that moment mayjust be enough
  • 33. There is a new game in town• A game where people do take it personally• Emotional stakes are hugely higher• What is the role for a brand – can you even play at this table?
  • 34. There is a game you can playConsumer Listening to your Brand consumers and answering the ****** question
  • 35. Brand ‘Engagement’ Consumers’ Engagement
  • 36. “@eurostar Train stuck at bxl midifor last hour. What’s happening?”“@RichardStacy #eurostarnewsproblem with power transmissionaround Lille. http://bit.ly/0216YLfor latest info“@eurostar Will now miss mytrain home. Can you help me?
  • 37. The four engagement spacesSaying something supportive CONVERSATION Saying something critical Asking a question for which CONTENT your brand is the answer Willing to help you do it COMMUNITY better
  • 38. What is theROI? Value of the contact Value of individuals
  • 39. Value of contact 100 100 x 1,000 = 100,000100,000 x 365 = 36.5million
  • 40. IBM ‘Listening for leads’
  • 41. Creating The Expectationof Listening
  • 42. Value of some individuals
  • 43. Introducing the Super FanKachWachi has savedLogitech $100,000 incall deflection costs
  • 44. The rules for Super FansThey are not ‘Ambassadors’because they are notrepresentativeThey are not ‘Evangelists’because the communities theywant to be a part of comprisepeople who are also like themTheir value is not in spreadinginformation, it is in helping youmanage your business• Customer service• Google endorsement
  • 45. The rules for Super FansThey are not volunteers,you identify them via theirbehaviourYour role is to create anenvironment within whichtheir interest can beactivated
  • 46. One final reason
  • 47. An ad is an answer to aquestion that no-one ever asked
  • 48. BrandConsumer This is not what your consumers want
  • 49. This is what your consumers wantConsumer Brand 1. They want you to be listening 2. They want you to answer their questions
  • 50. One final wordJust because it works doesn’t mean it is working
  • 51. The UK’s 3rd most engaging post in November 2012
  • 52. The UK’s 2rd most engaging post in November 2012
  • 53. The UK’s most engaging post in November 2012
  • 54. Competitions = most effective way of using Facebook Competitions Does not mean that the most effective way of using Facebook = competitions
  • 55. One final word“Just because it is easy to measuredoesn’t mean that it is important”
  • 56. There is another way to listen
  • 57. There is another way
  • 58. Gary Kovacs: CEO Mozilla
  • 59. Big DataGold? Fools Gold?
  • 60. The World ofChannel andMessage The World of Behaviour Identification and Response
  • 61. So – what should we do? Things Processes The old space: The new space:output = piece of output = form of behaviour communication
  • 62. Strategy Traditional Output = pieces ofcommunications and communication marketing Social Output = forms ofcommunications and behaviour marketing Strategy = business process management
  • 63. Implications• Never base your strategy on the tools• People (not platforms or technologies) are the key asset• You don’t have to speak to everyone at the same time – you can (must) prioritise• Activity has to be decentralised across the business
  • 64. You can’t have a tool strategyFacebookTwitter
  • 65. Implications: people are the key asset Corporate DJ Listening Specialist Conversing High volume Generating information
  • 66. What is the role for agencies? Never outsource your voice
  • 67. Implications: prioritisation • You don’t have to speak to everyone • You can afford to be very specific about – AudienceYou must start with an – Subjectobjective, linked to aspecific business issue
  • 68. Implications: decentralisationCommunications becomes atraining,facilitation or editorial function (not a production function)
  • 69. What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
  • 70. Channel and messageidentification challengeAbility to reach the wholetarget group with generic information Behaviour identification and response challenge Ability to respond to specific situations or requirements
  • 71. Address overall brandimage and reputationSolved via productionof communications Linked to specificoutputs operational issues Solved via the design and implementation of business processes Have clearly identifiable metrics (usually linked to measurable shifts in behaviours)
  • 72. Example: Vodafone• Vodafone identified a long- term need to hire 40 specialist technicians (in an area not conventionally associated with mobile telecoms). A £1.5 million budget was allocated (advertising and agency fees)• Objective: To hire at least 50% via direct recruitment (via social channels), thus saving agency costs
  • 73. Example: Vodafone• Process – train existing employees on social networking and publication techniques – to raise the profile of Vodafone’s expertise and participation in this space. Note: they did not publish the availability of jobs• Result: 80% of the hires made via direct recruitment, saving approx. £1.3 million
  • 74. You can’t have single, overarching social media objectives
  • 75. Supporting a traditional campaignSocial media is your campaign dashboardIt can help you steer a campaign, rather than power a campaign
  • 76. What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
  • 77. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • 78. A brief look at infrastructure Conversation space Monitoring
  • 79. It all begins with listening
  • 80. Can’t be done via black box
  • 81. A brief look at infrastructure Conversation space Monitoring Content & Response Process
  • 82. What is our content strategy?Content is not necessarily somethingyou can plan in advanceContent is better understood as aprocess
  • 83. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process
  • 84. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • 85. How to use FacebookWhat the organisationwants to say What the consumer / citizens wants to say
  • 86. How to use Twitter X #whatever
  • 87. What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
  • 88. People planWho are the people What will their rolesthat will need to be and functions be?involved? • Monitoring• Relevant experts • Conversation• The corporate DJ response• Supervisors / • Content creation moderators What activation and support processes are required? • Training / motivation • Technical support • Creative guidance 105
  • 89. Operation Plan Phase one Phase two Phase three• Objectives • Objectives • Objectives• Activities • Activities • Activities• Completion • Completion • Completion metrics metrics metrics
  • 90. The World ofthe AudienceChannels & Messages The World of the Individual Behaviours &Response