Devising a successful Social Media Campaign
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Devising a successful Social Media Campaign

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Eco-Marathon Case Study

Eco-Marathon Case Study
Social Media Case Study
Social Media Toolkit
Appdx: Maturity Model and Cultural Differences in social media

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Devising a successful Social Media Campaign Devising a successful Social Media Campaign Presentation Transcript

  • Devising a successful Social Media Campaign
  • Expectations – Why should you care? Eco-Marathon Case Study Social Media Toolkit Maturity Model and Cultural Differences
  • Expectations  I am not a social media guru  I am a global digital communications specialist  I believe social media should be integrated with internal and external comms  I am someone like you who had responsibility for social media within my company  I want to share my experience and my learnings in the hope they will help:  Save you time  Avoid expensive mistakes  Give you a head-start  Plan your next action #1 #2 #6
  • Client or Agency – Does this sound familiar? CLIENT AGENCY  We need a social media strategy  Be more ambitious  What can we do with the  Look at what others are doing resources, budget we have  “Cool stuff”  How can we integrate with other  Design, design channels  Re-design, re-design  Where should this team sit:  Be leading edge Marketing, Communications, IT  Improve website to aid discovery  What training can we provide  Cross-linking strategy  How do we maintain consistency  Build lasting relationships with  Where do we find the content customers  How do we sustain it, long-term  Cannot afford to do nothing
  • Why should you care
  • Technology moves faster than you think..
  • Not theory but practice..  Real Case Study  What worked, what didn’t and lessons I learnt  Social Media Toolkit  Tested and improved over time Whether you are just starting with social media or looking at taking the next step on the maturity ladder, my experience can help you:  Validate you’re going in the right direction  Take a pause and think  Adapt and change
  • Eco-Marathon Case Study
  • Shell Eco-Marathon  The story goes...70 years ago two employees placed a friendly wager over who could travel furthest on the same amount of fuel  Today  3 continents  500 teams  5000 engineering students  16 - 23 year old  40+ countries
  • 2012 Winner – Paris to Valencia on 1 liter of petrol (2833 km)
  • Shell Eco-Marathon Europe 2009  Europe – largest of the 3 events (3500 attendees, Lausitz Germany)  Managing external communications  No social media guidelines  No expertise in-house  Agency writing communications to students  Company reluctant to engage in social media  Colleagues not interested in digital  Management not supporting digital (no budget)  High profile project at Shell  Simple Goals  Experiment, learn, figure out what works and what doesn’t  Support the Energy Challenge Agenda through Mobility  Start tactical (practical information about the event) and grow
  • Getting Started  Create my own personal Facebook account and learn to use it  Update the SEM website  Content was old, corporate speak  Content heavy, no pictures, no videos  Webcasts materials not published  Update the newsletter  Change tone of voice – more young, inspiring, team spirit  Competitions:  Student spokesperson re media engagements  CEO & student give “start” signal for the competition  Create Shell Eco-Marathon Europe Facebook account  1000 fans within a couple of months
  • What worked
  • TARGETED - Gained their trust  Shell Eco-marathon event:  Has good reputation amongst students  Mobility agenda part of wider sustainability engagement  Facebook  Reputable and authoritative source of information  Filled a communication gap  Allowed for rapid response and timely news  Showed we were open to listening  Started a conversation not just typical 1-way
  • FOCUSED – Europe Event  Reached out to teams who already used social media and posted on their pages  Understood how our 16-23 demographics communicated  Photos – universal language (25 countries attending)  Team photos- previous events  Photos from teams preparing for the current event  Recent website re-design project- amazing photography  Original, human, non-corporate like  Captured the brand in an innovative way underpinning the “innovation” theme of the event
  • GOVERNANCE - During the Event  Knowledge & functionality sharing  Social Media Hub - Flickr tagging of #SEM shown on our website  Terminals where students could upload images and videos  Corporate Twitter used by Media Team and Digital Team  Team work  Media & Digital Teams on site, timed website/social media updates  Volunteers given flip cameras to document the event, carry out student interviews
  • GREAT CONTENT – Timely and Useful  Information about competition & technical rules  How to register for webcasts  Interview with Chief Engineer  Webcasts recordings  Practical information about the event  What to bring  Where to stay  Evening entertainment  Maps of Lausitz Racing Track - Germany
  • MEMORABLE - Exclusive Offers via Facebook  Exclusive offers and value to fans:  Registration to webcasts  Food coupons  Money coupons  Competition to win products  Competition for media photo opportunity  Emotional level  Team spirit, adventure  Innovation  Solidarity  Cultural exchange
  • RIGHT CHANNEL - Enabling Interaction between Teams  Facebook allowed us to build and nurture a community of like-minded people:  Teams made their own connections  Nurtured interaction between students  Identified common challenges  Shared stories - overcoming challenges  Reached out to teams for interviews  2009 – 1st female driver
  • MEASURABLE - Outcomes  Internal stakeholders received regular report on:  Facebook Statistics  Number of Fans, Comments, Suggestions  Website Statistics  Traffic, Engagement, Most/Least Popular  Newsletter  Open rates, most read stories  Outcome was:  People started paying attention  Company realised social media potential  Decision based on actual stats not what senior managers thought our audience wanted
  • MEASURABLE - Social Media Pilot for Shell  Knowledge sharing within the company  Asia started using our newsletter tool and template  US Social Media Manager attended Europe’s event and took back learnings  Shell Eco-Marathon Global Event became the Social Media Pilot for Shell and kick-started the creation and launch of:  Social Media Framework  Social Media Guidelines  Social Media Training
  • Social Media Campaign – Ingredients for Success MEASURABLE TARGETED Are the Clear objectives outcomes the and success FOCUSED On specific one you’re criteria issue, customer expecting? pain point RIGHT GREAT CHANNEL CONTENT MEMORABLE Think about the Find a different Emotional actions you want and intriguing connection people to take way to deliver between the and match the content brand and channel to the audience message
  • What did not work
  • Twitter  Twitter was not used much outside of UK  Multiple languages e.g. Spain, France expected to converse in their own language and not English  Teams from North Africa  Too much work managing this channel with no training  We leveraged the official Twitter channel to post important news and direct traffic to the website  Shell has now created a Twitter account @shell_ecomar
  • Governance  Difficult convincing internal stakeholders we needed to change tactics  Social Media seen as optional or something everyone can do  No in-house expertise, yet no budget to hire agencies or do training  CEO participated at US Event and was shown the Social Media Hub  Over time, we established a network of social media advocates and started to share knowledge and resources  Email sent to our Digital Communications community to ask for stories, ideas, materials we can use  Formal training introduced
  • Multimedia Prep Work  Corporate videos were too long, too much talking  Required additional budget, more work  Little to none video editing skills in the team  Agencies engaged in taking pictures/videos were briefed on digital requirements too late  Lack of social media standard  Internal stakeholders e.g. Media Team viewing Digital not as important  Separate image uploading channel (hosted by the agency)
  • Legal challenges  Approval process  For posts not directly related to event information  Governance would have helped  Tone of voice was too formal, not transparent enough  Remember our audience demographic  We had to be “cool” not corporate without losing integrity and brand values  Later: Improved Writing for the Web guidelines, Twitter and Facebook channel specific guidelines and training
  • My Learnings
  • It’s hard work  It’s hard to sustain tempo and the quality of content and you soon run out of interesting things to say:  Tap into internal communications resources  Steer conversation towards subject matter experts, get them involved  Leverage existing materials, stories, photos, videos  Create an Editorial Board to manage content planning/editorial calendar  Knowledge sharing with other countries, regions  If using agencies, brief them properly (they should sit within the Digital Comms Team)  Focus on the audience needs: relevant and personal  Need a strategy and senior management support  Align with communication strategy for an integrated approach  Be clear on goals and what success looks like
  • Do the right thing, not the newest cool thing  Just because you can doesn’t mean you should  It’s about what works for your brand, your business objective  It’s ok to start small and grow  Don’t be afraid to fail but learn from mistakes  Adapt and change course if it doesn’t work  Don’t assume you know your audience, know your audience  Don’t ask people to “like” you, they will if you deserve it
  • Social sharing can super-charge our visibility and credibility
  • Social Infographics
  • Social Media Key Performance Indicators  Define Goal  Quantity  Quality  Define KPIs  Measure outcome
  • Social Media Strategic Toolkit
  • Social Media Strategic Toolkit Business Strategy Tactical Implementation Listen & Strategy & Engage and Plan Research Governance Sustain •How will social media •Editorial Calendar •Engage audience in •Research audience and support the business conversation understand their needs •Governance goals •Find where they are •Monitor performance •Is social media part of •Digital Community (Roles interacting external/internal digital and Responsibilities re •Maintain activity •Discover what they are Social Media) strategy •Share insights with saying •Training, Guidelines internal stakeholders • Which channel approach •Decide how to reach fits your organisation •Reporting Methodology •Integrated them at an emotional level profile, values and Tools internal/external •What should the outcome • What happens when communication • Creative - Agency be things go wrong (Risk involvement Mitigation plan) •Integrate with website •What success looks like and other traditional •What resources and channels for max efficacy budget is available
  • A central hub whereby a consistent customer experience can beEmpower Communicators to empower the BusinessFraming thechoreographed is becoming increasingly importantchallenge Build customer trust, cementsDigital Communication’s vision and meets businessrole is to lead from the objectivescentre and help the Growth of digital network incl socialbusiness reach their media channel’s value and reputationaudience with efficiency &impact Social Media content to support business goals & build lasting relationshipsPut a framework, structureand vehicle in place for thebusiness and recommend Social Mediahow they drive it Strategy & Thought leadershipThen, let go..
  • What it takes to succeed  Vision, Strategy, Governance, Resources, Ownership, Measurement  Without these, ambitious plans are set to fail in the long-term  Digital skill  To complement traditional competencies. Employees have to learn new communications platforms & tools, explore emerging channels and be able to tell their stories with an expanding palette of creative options.  Ultimately, communicators have to continue to do what they do best: craft powerful stories  Empower them and more stories will be passed from employee to employee, journalist to reader and customer to prospective customer or advocate
  • Sell the dreamSocial media is not a “one man show”
  • STAY IN TOUCH..http://www.linkedin.com/in/danapoole
  • Thank You
  • Appendix Social Media Maturity Model Cultural Differences
  • Social Media Maturity Model
  • Social Media in Asia
  • Cultural Differences
  • Cultural Differences Anglo-Saxon Asia  Design (text and Bold, strong colours Pastels, subdued colours)  Copy Translation “Add a Favourite” = “Scrapping” (Korean)  Broadband speed Average to High Very High  Profile (photo vs avatar)