A new model for social branding.
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A new model for social branding.

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Why failure rate is high for brands wishing to make it big on social networks.

Why failure rate is high for brands wishing to make it big on social networks.

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A new model for social branding. A new model for social branding. Presentation Transcript

  • Social NetworksA new model for social branding.by Brunó Bitter, Next Wave EuropePresented at the “Circuits of Profit” Business Network ResearchConference on 6 June 2011 (Budapest)
  • Brand and business presence on social networks is all HYPE these days.
  • Creating a successful presence on social networksis what businesses wantis what brands wantis what everybody wants... Facebook Friendships VisualizationMap
  • Over 1 million business owned Facebook Pages...
  • Yet,
  • Yet, failure is high.
  • Failure =a spectacular lack ofconversationcapital.
  • Failure =a spectacular lack ofconversationcapital.Blogs without trackbacks and comments.Facebook Pages without engagament.Less “likes” than the number of employeesworking at the firm...
  • Failure reason:technology and gimmickswill not make any brand ororganization “social”.
  • Failure reason:focus on “social networks”alone will not be enough.
  • Two different networks aremore defining in ‘social’success.
  • these networks are: cultural organizational networks networks
  • cultural Rule #1: without cultural relevancy and networks clout your brand will not be “social”. Rule #2: without an inherently socialorganizational organizational culture your company will networks not be “social”.
  • Ru le #1Brands need to have a narrative, a compelling story.com·pel·ling ə ˈ Adjective1. Evoking interest, attention, or admiration in a powerfully irresistible way.How do these narratives or ideas spread frombrand to person to person in a culture? memetics, the study of memes
  • Some of the most successful brand narratives in recent history,the most virulent “memes”: Coca-Cola and their cultural notion of “happiness”.
  • The cultural notion of being invincible. (“If you have a body, you’re an athlete.”)
  • Apple and the powerful cultural notions ofcreativity and individual empowerment.
  • It is no coincidence that these happen to be among the most powerful “social” brands of our times.
  • Powerful cultural signaling and social media success strongly correlate.To achieve desired status as “social brand”, companies must offer more than strong pastperformance and product quality - they must also send out and manage cultural signals. (Recommended reading - Joel M. Podolny: Status Signals)
  • To successfully transmit ideas and values brands turn into media.Brands like P&G, Red Bull, Johnson’s, Jägermeister areproducing original content to transmit their cultural ideas, symbols andpractices.
  • Rule #2: without an inherently socialorganizational organizational culture you will not be networks “social”.- A brand cannot be more “social” than the organization that created it.- There needs to be a strong connection between the company, theemployees and the brand.- Employees are often the most important consumer touchpoints.
  • Ca stu se dyLargest online shoe and apparel retailer brand.In 2009 sold to Amazon for 1.2 billion USD.Built their brand from scratch through an organizational culture centeredaround service excellenceSource of rapid growth was repeat customers and word of mouthrecommendations. 75% of custumers are repeat buyers.
  • Ca stu se dyZappos Core Values1. Deliver WOW Through Service2. Embrace and Drive Change3. Create Fun and A Little Weirdness4. Be Adventurous, Creative, and Open-Minded5. Pursue Growth and Learning6. Build Open and Honest Relationships With Communication7. Build a Positive Team and Family Spirit8. Do More With Less9. Be Passionate and Determined10.Be Humble
  • Ca stu se dyZappos definition of “social”It was not “APIs”, “FBML” or “Twitter”.It was “open”, “creative”, “honest” and “humble”.All brand values relate directly to organizational values - the two doesnot separate!
  • Organizations need to be social in a grass-roots sense: open. transparent. agile. cooperative. friendly.
  • Ca stu se dyInsight:the single most important brand touchpoint for consumers are the barristas, thepeople making espresso at Starbucks stores.They need to be a source of identity and pride, social embassadors of Starbucksand coffee-culture.The culture of the company comes from deep inside. HR excellence is the keybrand driver.
  • Summary cultural org. networks networks social networks To be successfull on social networks, brand owners’ focus first needs to shift to two other kinds of networks: cultural and organizational networks.
  • What this means for “social X agencies”It is not enough to know media and technology.It is mandatory to understand the wider cultural context.It is also essential to understand the organizational context. Yesterday’s skills/roles: Emerging new skills/roles: - strategic communications planning - change management - creative development - organizational development - copywriting/editing - cultural anthropology - art direction - applied memetics - media planning - strategic HR - online community management - application development
  • Implications for organizational structuresBefore: silo-model customer service marketing retail PR HR silo silo silo silo silo
  • Organizational eco-system modell (vs. organizational silos) marketing Planned for Q3-Q4 2011: the Social Network Analysis of firms retail that have adopted this new framework of “social business” (benchmarked with customer companies still running the old service “silo” modell). HR
  • Failure =strategic brand agency& Failure = social business consultancy
  • thank you.bruno.bitter@nextwave.hu