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Social in 2012 at a Glance: Structure and Organization
 

Social in 2012 at a Glance: Structure and Organization

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    Social in 2012 at a Glance: Structure and Organization Social in 2012 at a Glance: Structure and Organization Document Transcript

    • Social in 2012 at a Glance Structure & Organization In 2012, companies continued to expand social beyond their marketing organizations, from sales and customer service, to HR and R&D. By involving more people internally in social efforts, companies were able to have more conversations in more places, engaging with customers across multiple accounts on channels like Facebook, Twitter, LinkedIn, YouTube, and Blogs. Social Accounts The average social company managed activity across 51 social accounts. Over half of these accounts were Facebook Pages and another quarter were Twitter accounts. Groups Whether organized by geography, business unit, or brand—social didn’t belong to just one team in 2012. On average, companies activated 11 different groups to share content and engage with socially. Users From community managers and social strategists to members of the CSuite seeking executive insight—social became a part of more employees roles. Companies had an average of 29 employees participating in their social programs. The Social Engagement Index Some of the data is presented here in three segments—Activating, Expanding, and Proliferating. These represent companies with similar levels of internal and external social engagement. Our Social Engagement Index is an analysis of 154 Companies based on 7 key metrics that demonstrate engagement of both the internal organization and external audience. To learn more, read our full Social Engagement Index Report here. The Spredfast Social Engagement Index Benchmark | @Spredfast | www.spredfast.com
    • Staying Social in 2012: Whole Foods In addition to maintaining globally managed presences on Facebook, Twitter, and Pinterest (among other social networks), Whole Foods enables over 2,500 employees at its 340+ stores to provide relevant, local, timely content to their communities. This allows each region to share its own local flavor while preserving brand integrity. Whole Foods has more than 250 Facebook Pages to serve specific metro areas with local, relevant information. Over 300 Twitter accounts engage with and share timely information with local shoppers and residents. Whole Foods’ Pinterest page curates visual products, food and lifestyle ideas, as well as company-related causes. Social Resolutions for 2013 Segment Groups and Users to Focus Efforts As your brand continues to involve more people internally in social efforts, find the individuals who can enhance your social communities’ experiences by providing relevant and engaging content—whether that means activating local representatives, subject matter experts, or a bit of both. Increase Coordination Across Internal Teams Social programs have graduated from science projects to strategic business practices. Build a solid internal structure for your brand’s social programs that will enable team members to increase engagement in a measurable, manageable way. The trend towards centrally managing and operating social activity through an SMMS offers key benefits: account ownership and security, programmatic oversight, and aggregate analytics. To dive deeper into the state of corporate social media programs and understand how brands are engaging internal resources to drive engagement with their audience via social, download the full report at www.spredfast.com/engagementindex. The Spredfast Social Engagement Index Benchmark | @Spredfast | www.spredfast.com