Who is the social consumer and how did the 'social' behaviour affect organisations? How does the 'social shift' affect local government organisations? This presentation was delivered by James Leavesley - CEO of CrowdControlHQ, to the LGComms meeting on the 8th of March 2012

1. James Leavesley
CEO & Co-founder
8 March 2012

2. How ‘Social’ has changed behaviours forever
Consumers
Social Employees
Organisations

3. Who is the social consumer?

4. Gen Y
• Tech-Savvy
• Achievement-Oriented
• Team-Oriented
• Attention-Craving

5. Gen Y social consumer behavior
• Top-notch customer service
• Easily bored
• Personally relevant messages
• Influence systems that aren’t meeting their
needs
• They’re eager to engage and want to share

6. ‘Social’ is a state of mind
• Gen Y are the vanguard, but they are not the
only social consumers. Social consumers’ ages
range from teens to 50s (Pivot research 2011)
• Social consumers are better defined by their
behaviour

7. The Social Consumer
• Hear about breaking news through social sites
• They are cautious about traditional marketing tactics
• Social Consumers evaluate the shared experiences of
others
• They share their own experiences
• The are comfortable taking advice from strangers
• They expect organisations to engage

8. Rise of the smartphone
• One quarter of UK adults are smartphone users
• 81% say they have their phone on all the time
• The most commonly used Internet service accessed on
mobile phones is social networking (57% percent of
mobile Internet users)
(Source: Ofcom research 2011)

9. Second screen phenomenon

10. The Social Citisen?

11. Welcome to the future!

12. No place left to hide
Oh my !

13. Everybody is going social

15. Has local government become social?
In June 2011, 80% of responding Councils already had a Facebook account and
20% were planning to start one in the next 12 months.
88% responding Councils had a Twitter account and the rest were planning to start
one in the next year.
70% of responding councils had their own YouTube channel and the rest were
planning to start one in the next 12 months.

16. Just ‘being’ on social media is not enough
- 95% wall posts on organisations’ pages remain un-answered (Source:
Socialbakers)
- 70% ignore customer complaints on Twitter (Source: Maritz and
evolve24)
They expect you to engage in conversation

17. Transparency
• Social consumers compel organisations to become more
transparent (and more polite)

18. They will talk regardless of your presence

19. If you get it right…
In 2010 the Harvard Business Review Analytics Services
conducted a survey of 2,100 organisations and uncovered
real-world benefits of social media:
• Greater favorable perceptions by their public
• Improved insights about audience
• Early warning of potential product or service issues

20. Consumers want to be involved and want to participate in
content creation

22. Via: http://www.slideshare.net/ingrid_k/social-media-in-local-government-a-few-examples-and-ways-ahead

23. How ‘social’ are councils?
• 37% : ‘just getting started’
• 54% : ‘established but not setting the
world on fire’.
• 9% : ‘social media pioneers’

24. Dialogue vs. broadcasting
• 81.8% of respondents are ready only to issue a
set number of one-way messages and
• 75.0% consider they don’t have the resources to
engage in open dialogue through social media

25. So what does it mean for you?

26. Minding your employees
• Under UK libel laws legal liability rests not with
the author of a libel, but with its 'publisher'.
• So if an organisation is running social media
platforms and people use them to issue libels
then it is the organisation that is the 'publisher'
and liable.

27. Posting inappropriate content on behalf of
the organisation

28. All your employees are ‘social’
• 1/3 of employees never consider what the boss would
think before posting online (Source: 2009 Deloitte study)
• Clearly defined company social media guidelines will not
change how nearly half of employees behave in
cyberspace (Source: 2009 Deloitte study)

29. Responsibility for the riots

32. ‘While the decision to post
videos, pictures, thoughts, experiences, and observations
to social networking sites is personal, a single act can
create far-reaching consequences for individuals as well as
organisations. Therefore it is important for executives to
be mindful of the implications and to elevate the
discussion about the risks associated with it to the
highest levels of leadership.’
Sharon L. Allen Chairman of the Board Deloitte LLP

33. Rogue social media accounts

34. Behavior change for the entire organisation
• Going ‘social’ is a profound cultural and
behavioural change for any organisation
• True social adoption requires buy-in from upper
management
• The entire organisation needs to be involved
• Risks need to be identified and managed

35. Board level approach
• 58% of executives: reputational risk and social
networking should be a board room issue
• Only 15% say it actually is.

36. Who is responsible?
Marketing
Media/PR

37. Media Contact
IT HR Marketing Legal
relations Centre

38. Measuring social media

39. Quality vs. quantity
• Social media metrics should be determined according to
your objectives
• As a rule of thumb, in social media the quality of
interaction is a better indicators of success than the
number of fans and followers

40. Insight and messaging
Engagement Social
Websites Networks
Engagement Offline
Content
Consumer and Behavior
Web Analytics Audience Research
Analytics
Via: http://metricsman.wordpress.com/2009/07/29/public-relations-measurement-2010-five-things-to-forget-five-things-to-learn/

41. Who needs what?
Role Metrics Datasets
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42. Social Media Management
Policies
Strategy Processes
Supporting
Technology
Resources Support

43. Collaboration

44. Policies
Policies Policies
Strategy Processes
Strategy Strategy Processes Processes
Supporting
Supporting
Supporting
Technology
Technology
Technology
Resources Support
Resources Resources
Support Support

45. Let’s talk!
@CrowdControlHQ
crowdcontrolhq.com