Your SlideShare is downloading. ×
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Report social media relationship quality of nespresso lindt nestlé
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Report social media relationship quality of nespresso lindt nestlé

3,415

Published on

Published in: Health & Medicine
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
3,415
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
83
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Social Media Relationship Quality of Three Swiss Brandsrquiv 1
  • 2. ABSTRACTThis report provides findings and analysis of the social media branding activities of three Swiss brands –Nespresso, Lindt, and the umbrella corporation brand Nestlé. The evaluation was made focusing ontheir ability to build a relationship with their audience, as well as the quality of their interactions indifferent social media platforms. The instrument applied was the seven items brand relationship index. 2
  • 3. INDEXINTRODUCTION................................................................................................................................................................. 4METHODOLOGY ................................................................................................................................................................ 5NESPRESSO ....................................................................................................................................................................... 6LINDT............................................................................................................................................................................... 11NESTLE ............................................................................................................................................................................ 15FINAL GRADES ................................................................................................................................................................. 21CONCLUSION .................................................................................................................................................................. 21 3
  • 4. INTRODUCTIONNestlé, Nespresso and Lindt are successful Swiss brands. According to Interbrand, they have thefollowing brand values:1 Brand value 2012 Rank in Interbrand„s 50 Best Rank in Interbrand‟s 100 Swiss Brands Best Global Brands 2 Nestlé CHF 6 million 5 573 Nespresso CHF 1,9 million 13 n.a. Lindt CHF 1,7 million 16 n.a.In order to compete in the digital age, companies have to leverage on the linking value of their brands.Social media are of vital importance in this user co-creation of value and are an integral part of anymarketing communication strategy. Social media aren‟t a “nice to have”: they are a must. However,companies have to understand that social media creates expectations in the user. You don‟t only haveto include social media in your strategy. You have to be good at it. More important than being presenton all major channels is that you administer those channels you are on well and in line with the users‟needs.1 http://www.interbrand.com/Libraries/Branding_Studies/BEST_SWISS_BRANDS_2012.sflb.ashx2 +5% compared to 2011.3 http://www.interbrand.com/en/best-global-brands/2012/Nestle 4
  • 5. METHODOLOGYThe evaluation of the present report is defined by seven different variables around which we build thebrand relationship index. In terms of operationalization, grades between 1 and 10 were assigned toeach variable in order to make the analysis more tangible. The seven variables are:1. Social presence: Analysis of the relevant platforms/channels a brand is present in its pursuit of userrelationship improvement.2. Dialog/user engagement management: Analysis of how many people have been contacted via thebrand through social media and how the brand stimulates engagement of users. The analysis ofengagement is based on three main platforms: Facebook, YouTube and Twitter, since they offer a vastarray of interaction possibilities. Not only can their relevance be justified by their enormous usercommunities, they are also the most relevant to consumers of the Nestlé, Nespresso and Lindt brands.One proxy used to evaluate this item was the so-called Facebook rate of engagement = # talking aboutbrand / # likes. It makes inter-brand comparisons possible (the fraction eliminates scale effects and thusmakes engagement commensurable).3. Sentiment/advocacy management: Analysis of user feelings regarding the brand and the level ofword-of-mouth. The brand‟s strategy for positive comments stimulation and negative commentmanagement was furthermore evaluated.4. Support/value: Analysis of the relevance of the content shared with users and support offered by thecompanies through social media (e.g. user care).5. Innovation: Analysis of innovation in terms of co-creation and involvement and collaboration. In otherwords, the way the company approaches users and benefits from them in a crowdsourcing manner inorder to reach innovation on product and corporate level.6. Communication leadership: Analysis of level of authority and transparency when leading discussions.Evaluation of how open the brand is for conversations and further interaction with users. Theconnections of the company with relevant influencers (e.g. bloggers) in social media were also in focus.7. Linking value/community: Analysis of proprietary brand communities in social media or other activelysupported independent brand communities. 5
  • 6. NESPRESSO1. Social presence: 9Nespresso has a strong presence on the web. Since e-commerce is a fundamental aspect of theirmarketing strategy, a high penetration of the web is essential for the success of the brand. They not onlyuse the internet to interact with users and increase brand awareness; they leverage on this resource foruser care services. The brand is present in many platforms we consider relevant, however with twoconcerns: Nespresso‟s page on Pinterest has never been used and there is merely a high userengagement on the Pinterest page forthe US and Canada. This word cloudencompasses platforms used byNespresso. It resulted from the analysisand the different sizes express theirrelevance for the Nespresso brand (thesame technique was also applied to Lindtand Nestlé).2. Dialog/user engagement management: 9Nespresso uses social media to engage users in various numbers of ways. For instance, it uploadscontent with favorable brand values on its Facebook page to encourage discussion about Nespressoproducts, stores and the Nespresso experience among fans. On Facebook the engagement andinteraction are really high and it seems that most of the posts reach more than thousands of comments,shares and likes. In other words, fans use the three channels to interact with the brand. However, the 6
  • 7. Facebook rate of engagement (44,185 talking about Nespresso / 1,798,873 of Likes) is equal to 2,45%.This leaves room for improvement.On Twitter (3,228 Tweets - 1,763 Following - 26,634 Followers) people tweet not only directly to theNespresso account, but many times they use hashtags or merely the name of the brand. Theengagement on this platform is also high. According to hashtracking.com, 212 tweets with #Nespressowere created by users, generating 218,382 impressions, reaching an audience of 157,802 followers in 24hours.YouTube (2618 followers - 1,829,144 views) is also an important tool to spread the commercials with theendorser George Clooney. However, there are two concerns about it: it seems that the Nespressovideos lacking celebrity endorsement have a low popularity. Additionally, Nespresso does not allow usercomments on videos including endorser, thus decreasing potential user interaction. It can be assumedthat Nespresso chose this strategy because it wants to avoid being put in George Clooney‟s shadow (so-called vampire effect). This opportunity to generate indirect buzz and word of mouth is thereforeforgone. 1.798.873 1.833.792 26.753 Facebook YouTube Twitter Facebook “likes”, YouTube “video views” and Twitter “followers” 7
  • 8. 3. Sentiment/advocacy management: 9Nespresso‟s strategy on social media is clear and its main objectives are to encourage word of mouth,raise brand visibility and strengthen brand values. At the end of the day, the objective is to increasesales of both machines and capsules. Strategies used on Facebook and Twitter are: Posts on Facebook with emotional appeal and high-quality photos that capture attention and generate comments, likes and shares. Asking questions daily in order to increase participation and engagement on both platforms. Creating the “Nespresso moment” where fans can talk about their experiences with the coffee regarding “feeling”, “taste”, “smell” and “aroma”. Not only does this help Nespresso understand the brand experience, it also creates a sense of community and belonging. Replying to both negative and positive comments. Putting “Likes” on user comments, making users feel special.The majority of the comments are positive on both platforms. The analysis of the comments onNespresso clearly identifies it as a Lovemark. From the analysis of the first 100 comments on Facebookand tweets on Twitter, it can be concluded that there is a higher tendency of positive opinions about thebrand on Twitter (80%) than on Facebook (44%), the negative opinions are 27% and 14%, respectively.A possible explanation is that, opposed to Twitter, Facebook mainly functions as a user service tool. It infact seems that on Facebook people are more frequently asking for help and complaining if somethingwent wrong with orders and products. Twitter is more the place where users express their love for thebrand, tweeting about personal experiences they want to share with the community via hashtags andquoting Nespresso. Analysis of 100 comments about Nespresso Analysis of 100 comments on Nespresso’s on Twitter Facebook page November 13, 2012 November 13, 20124. Support/value: 9The brand offers valuable content to the users regarding their products (e.g. information on newlaunches, new capsules, how to recycle the products etc.). However, there is no content beyond the 8
  • 9. brand and the product. In other words, the page talks exclusively about the brand. When scrolling downthe page, the content seems to be quite repetitive. Twitter follows the same content strategy.Analysis showed that Nespresso tends to reply to approximately 70% of the fan comments on theplatforms (this percentage includes replies to positive and negative comments). Nespressodemonstrates thankfulness for the contacts and feedbacks, and solves problems in a private andindividualized way, asking the user for their club member number. In addition, Nespresso supports theuser regarding further information and suggestions, thus aiming to improve the Nespresso (service)experience and the product itself.5. Innovation: 7In the innovation process (based on co-creation, involvement and collaboration),Nespresso tries to provide several brand-user touch points. Many users give newsuggestions, products ideas and preferences(e.g. asking for new capsule flavors). In all these cases, Nespresso tries to signal thankfulness to thesepeople. However, Nespresso could also reward users in more tangible ways (e.g. providing somethingspecial like cards, samples or vouchers for the best suggestions). In effect, users would feel morevaluable and important for the brand (something that is important for them). The analysis of theNespresso Club revealed that the brand involves users by creating a feeling of belongingness (alsoleveraging on an exclusivity appeal) and ownership. According to Business Development StrategiesBlog4: “Nespresso regularly includes users in advertising activities. In the past, it has asked them to supply ideas for TV-spots or let them choose between two pre-produced spots to decide which one would be broadcasted. This “being part of a big family” approach develops a feeling of pride and thus, creates positive and credible word- of-mouth effects. Over 50% of new members first experience the brand through existing ones and [result in] the steep growth of the club.”6. Leadership: 8Nespresso plays a strong guiding role on its social media platforms, trying to have and stay in control(e.g. not allowing user comments on the endorsed commercial on YouTube, leading most of thediscussions on the Facebook page etc.). Since the content is very restricted to the product and to the4 http://wearedevelopment.net/2012/03/21/nespresso-what-else/ 9
  • 10. brand, Nespresso can be seen as really authoritative and following a strict exclusivity policy (e.g. thebrand is not linked to any external blogs or other websites, which might indicate a strategy of avoidingsemantic spill-over effects from non-Nespresso entities).7. Linking value/community: 6Since it already administers the Nespresso Club, which enables a strong and cohesive coffee communityon the web, Nespresso doesn‟t support or manage independent brand communities/advocates. Thiscommunity is of vital importance because it generates useful user information for members. As alreadymentioned under the item “innovation”, Nestlé Club members can develop a sense of ownership whenthey are part of crowdsourcing R&D strategy. To sum it up: this proprietary brand community allows thecompany not only to approach users in all stages of the consumer journey, but also enables precise, 1-on-1 database marketing and customer relationship management. 10
  • 11. LINDT1. Social presence: 9Lindt is present in many platforms.However, the brand doesn‟t use allchannels in the most effective way. Thebest managed ones are Facebook,Twitter, YouTube, the official websiteand blog, which are all characterized byvery different degrees of user andcompany involvement. Lindt aims tooffer valuable, specific (also in terms ofgeographic regions) and up-to-datecontent via these social media channels. The less effectively administered social media channels basicallyreplicate the content of the most popular social networks and only offer occasional participative useractivities.2. Dialog/user engagement management: 9Considering the data taken from the three main platforms (Facebook, Twitter, Youtube), the companyhas reached a fair number of users in all three social networks. It seems Lindt is currently applying asomewhat reductionist and simple social media strategy: Facebook and Twitter are very much identicalin terms of content. The company uses these platforms to ask direct questions to the users (e.g.concerning products and promotion activities). The company clearly aims at achieving a betterunderstanding of the consumers‟ behavior. 11
  • 12. Positive user comments on Facebook are normally of hedonistic nature (related to the pleasure ofeating Lindt chocolate and continuously being able to try new product creations) and are far higherthan negative ones. The Facebook rate of engagement amounts to 3,48% (resulting from 8,172 talkingabout Lindt / 235,064 of “likes”) shows that there is a positive and active user response. Therecommendation to Lindt, however, is to increase this KPI. Many users feel the need to share theirpositive chocolate experiences and appreciate having the possibility to interact with the company per se.On Twitter, the interaction is less active than on Facebook. Nevertheless, Lindt has been able to makeusers talk about brand-related content, 119 tweets with #Lindt generated 64,862 impressions, reachingan audience of 65.447 followers within the past 24 hours. This is an incredibly high user response.With its Youtube channel, Lindt targets users using an affective-emotional strategy. The videos unveil astrong passion for chocolate as an art form and genuine acknowledgment of users‟ needs. Despite thehigh number of views (84,665 views with merely a few videos), the number of subscribers is not veryhigh. 235.064 84.665 1.972 Facebook YouTube Twitter3. Sentiment/advocacy management: 8There are very few people, who have a negative connection with Lindt. The majority of people havepositive or neutral feelings towards the brand (frequently associated with happiness, satisfaction,hedonism and moment of relaxation). Comments are predominantly enthusiastic. Users‟ expectationsare regularly exceeded and, according to the attitudinal data available on the platforms, there is a highwillingness to repurchase. Many users comment on the positive (serviscape-related) experiences in Lindtshops and the website (e.g. the service encounters are defined as well-structured, of good design etc.). 12
  • 13. Analysis of 100 comments about Lindt on Analysis 100 comments on Lindt’s Facebook page Twitter November 13, 2012 November 13, 20124. Support: 9Analysis showed that Lindt scores really high on this aspect. They genuinely care about users‟ feelings,experiences and problems. They are actively responding to critical incidents that occur in the socialmedia-user contacts and try to solve related problems. Analysis showed that Lindt is attentive to usercomments and readily responds to them (even when the user does not express an explicit need) andthus achieves a perception of genuine and continuous interest in the customer relationship. The timingcan also be considered: they usually reply just hours or a few days later. Users never have to wait for aresponse for more than one week. Lindt also offers valuable and useful user content via YouTube andon the blog (e.g. recipes). On all the three main channels (Facebook, Twitter and YouTube) there is alink to the official website of the company.5. Innovation: 7Lindt strongly encourages users to collaborate with them (they have an official company site solelydedicated to people who want to be employed by Lindt). For example, users can work as promoterswho organize parties (setting similar to TupperWare parties) at home and selling Lindt products onthose occasions. Through this, the company not only offers a job but also the possibility to feel part of acommunity. However, there is no visible integration of crowdsourcing via social media channels.6. Communication leadership: 7Lindt has its own blog where the participation is quite active. However, the brand only activelyparticipates in conversations via their Facebook and Twitter accounts. They have a good consensus bythe public in their blog but there are no so many conversations and comments.7. Linking value: 6Despite the fact that Lindt does not actively involve users incrowdsourcing activities, they still are successful in stimulatingdiscussions and involve users in entertaining activities. It seemsthey have a policy to “like” user comments when entering a 13
  • 14. conversation. The Lindt brand icons the Gold Bunny5 and the Chocolate Teddy (currently Lindt‟sFacebook avatar) have a lot of potential to create linking value allowing for a user ownership sentiment(e.g. typing in “Lindt bunny” on Pinterest leads to a great amount of affective user experiences with theLindt bunny, examples being the pink Lindt car, self-made Easter cupcakes etc.).5 www.lindtgoldbunny.com 14
  • 15. NESTLE1. Social Presence: 9Due to its highly diversified brand portfolio, Nestlé‟s social media structure is really complex: the entirebrand architecture has to be consistently unified under one overarching brand (e.g. the companymonitors around 600 Facebook pages6). Due to ahigher personal involvement and consumer-productexperiences, users may be more likely to feel affinityfor brands like Nespresso, Nesquik or Nescafé. Thus,the propensity to “like” the Nestlé umbrellacorporation fan page can be categorized as lower.Nevertheless, Nestlé (here clearly conceived on themultinational, corporate level) is trying to overcomethese barriers: Nestlé is present on social mediachannels such as Facebook, Twitter, YouTube,Pinterest, Instagram, etc.Since Nestlé is a strong global brand most of the channels are really relevant in terms of monitoring itsimage around the globe. Although Nestlé doesn‟t have its own profiles, it is being discussed onPinterest. However, blogs and clubs that are not managed by Nestlé are mainly of anti-Nestlé activistnature.7 Nestlé has fan pages in different languages in four different countries, two Facebook pages,two Twitter profiles and one YouTube channel just for careers and recruitment. Also, Nestlé does notmiss out smartphones: if “Nestlé” is entered on App Store, over 80 smartphone applications are6 http://www.engage-2012.com/news.php?id=201210237 http://boycottnestle.blogspot.ch/ or http://www.candyblog.net/blog/about). 15
  • 16. accessible. The content range is as overwhelming as Nestlé‟s product portfolio (Nestlé Fitness, NestléBusiness, Nestlé baby, etc).2. Dialog/user engagement management: 7Even though Nestlé is present on a large number of platforms, it has to be considered that most of thecommunication is one-way, from Nestlé to theusers: efforts made by self-elected engaged users 751.793are mostly ignored. The Facebook engagementrate (12,492 of people talking about this /751,793likes) amounts to 1.66%.Nestlé uses its corporate fan page on Facebook, 126.403Twitter and YouTube platforms as advertising 15.229channels (posts are about company data, sales, Facebook YouTube Twittersocial actions, sustainability, new receipts, foodfacts, foundations, events etc.). On Twitter, thenumber of tweets generated with Nestlé hashtag in 24 hours is high, however we believe that, based onthe dimension of the brand, this number could be higher.On YouTube, the user engagement can be evaluated as low (126,403 of videos views and 678subscribers). The last time videos were posted was 4 months ago (13 videos at once). It looks as if Nestléwas just using this video channel to launch a new campaign. Before and after this large-scale videoposting, Nestlé was silent (for two and four months, respectively). This does not correspond to whatone would call “continuously nourishing the user relationship”.3. Sentiment/advocacy management: 7Nestlé also uses social media channels as PR tools. Unfortunately, Nestle‟s social media activity is oftenspurned by users (e.g. vitriolic comments, viral video parodies, animated parodies of the Nestlé‟sreaction to user reactions etc.). One example is the current salmonella crisis that hit November 8, 2012 16
  • 17. (Nestlé launched a recall of Nesquik chocolate powder canistersbecause of possible contamination): users posted many negativecomments and jokes about the brand. However, Nestléanswered to many users and tried to clarify the problem byengaging in user conversations.The analysis conducted November 13, 2012 revealed that that the number of negative comments isquite high on Twitter and Facebook (74% and 45%, respectively). This is strictly correlated to the crisisNestlé was facing. In fact, most of the negative comments about the brand were aimed at the sub-brand Nesquik. Simultaneously, Nestlé tweeted positive contents emphasizing that no illnesses werefound. Analysis of 100 comments about Neslté on Analysis of 100 comments on Nestlés Facebook Twitter page November 13, 2012 November 13, 2012 Positive Negative Neutral Negative Positive Neutral 15% 11% 20% 35% 74% 45%Since the situation analyzed on the two social media platforms was quite peculiar, we decided toconduct another Twitter analysis a week later (Twitter was the platform with the highest number ofnegative comments, based on a sample of 100 tweets). The tweets written by Twitter users now had acompletely different connotation: on November 21, 54% positive and 22% negative comments wereregistered (compared respectively to 11% and 74% analyzed one week before). The extent ofunpredictability and mutability of social media tools becomes evident: opinions about brands canchange rapidly. This is a “Good Practice” example of how sound crisis management minimizesreputational damages to brand image. 17
  • 18. Analysis of 100 comments about Neslté on Twitter analysis Twitter November 21, 2012 November 21, 2012 positive 24% negative 54% 22% neutralIn a general perspective, Nestlé is trying to manage the sentiments toward the brand with increasingvisibility on several social media channels. However, a lot of work has yet to be done since users areoften critical about the company (which is interesting because user sentiment for Nespresso, a Nestlébrand, was very high [80%] for example on Twitter).4. Support/value: 6Nestlé‟s Facebook strategy seems to gobeyond their products. Its posts on the threemains channels focus on different topics thatsurround Nestlé World (ranging fromproduct and food facts to sustainability,corporate news and interesting information about different countries). A lot of images and videos areused in order to get users‟ attention. Nestlé comments are always adapted to the language of the targetusers.According to our analysis, Nestlé does not seem to be very keen to interact with users on social media.A closer look at their Facebook page revealed that they respond only to 10% of people‟s posts. This is alow number since the solicitations to bring back a product were quite numerous insert print screen.Another reason that suggests further online interaction with people is that almost 45% of the posts werenegative and pretty aggressive (e.g. regarding the recent salmonella crisis and Nestlé‟s USD 1.5 millioninvestment fighting against the legal obligation to mention GMO‟s in food production). We understandthat issue and crisis is difficult. However, not responding at all or simply using ready-made answers aredefinitely not the right way. Nestlé is clearly missing out an opportunity to take position and explain thereasons for this engagement.Low engagement can be observed in Nestlé‟s YouTube channel. However, it still has to be mentionedthat, even if Nestlé does not interact with users on social media, they still seem to listen to what peoplesay. As a matter of fact, the company managed to create a whole website dealing with bottled water. 18
  • 19. But, when it comes to positive comments, whatever platform be it, Nestlé simply does not care: they justdon‟t give a “like”. 5. Innovation: 5When it comes to innovation in the sense of co-creation, involvement and collaboration (letting peopleparticipate in projects or asking people for collaboration) a massive amount of user involvement wasidentified. Users post pictures and videos about different issues, however Nestlé never asks for feedbackor suggestion. Nevertheless, one strategy that was surprising and could be leveraged more often wasthat Nestlé picked up a user question posted Facebook and answered it in a discussion video8 wheretop management members were present. Solicitations to bring back a product were quite numerous. 6. Communication leadership: 4In terms of communication leadership Nestlé cannot be considered strong. Corporate brands are morelikely to be targeted by protests and negative consumer activism than their constituent brands. Due tothis, Nestlé not only uses social media channels to interact, advertise and strengthen its values, but alsoas an important PR tool (this especially applies to Twitter). However, it also has been noticed that exceptfor dealing with very complex topics (for instance the salmonella scandal), the blogosphere is prettyquiet when it comes to Nestlé. No real advocacy group for Nestlé exists (apart from in-house blogs [e.g.a cooking blog9 with more than 12,‟000 members]). However, blogs not controlled by Nestlé aren‟tmany and if they are, they are Nestlé critical.10 The usual image is that a blog for user advocacypublishes some critical articles to which Nestlé does not respond, even when they get harshly criticized(at least they do not respond visibly via social media). 7. Linking value/community: 6Nestlé provides an example of how corporations with a broad brand portfolio can struggle to establishan online brand presence and sometimes can become the target for protest and negativity. In addition,Nestlé is practicing traditional one-way communication and seems not yet to have realized the benefitinteraction with users can generate. With knowledge of the high-tech Data Acceleration Team11 (socialmedia analysis department) at the Nestlé headquarters, it can be assumed that they are permanentlylistening and might just be contacting users “underground” (i.e. not on highly visible social mediachannels).8 https://www.facebook.com/photo.php?v=101510891999107739 http://nestleusa.wordpress.com/10 http://boycottnestle.blogspot.ch/11 http://www.youtube.com/watch?v=HD_W3EMuC1U 19
  • 20. A Nestlé community that is not officially hosted by Nestlé can be found on Pinterest. It is a goodexample of how users try to connect with the Nestlé brand. They upload Nestlé-related pictures thathave played a role in their lives (e.g. a dog named Nestlé, the brand icon Nesquik bunny, Nestlé babies,vintage style advertisements, a KitKat/Smarties house etc.). Nestlé has to develop a strategy that allowsthem to bond with the users on this level without making the same mistake of merely pushing outinformation that makes them look good. Nestlé has to be very careful though not to be over-imposingin their actions, meaning that they have to take care to leave Pinterest what it is: a place where pre-dominantly true Nestlé fans meet and share contents that make their life nicer. Examples of Nestlé fans contributions on Pinterest 20
  • 21. FINAL GRADES Nespresso Lindt Nestlé Social presence 9 9 9 Dialog/user engagement 9 9 7 management Sentiment/ 9 8 7 advocacy management 9 9 6 Support/value 7 7 5 Innovation 8 7 4 Communication leadership 6 6 6 Linking value AVERAGE 8.1 7.9 6.3CONCLUSIONLooking at the results of our analysis we can say that Nespresso and Lindt reached a position ofLovemark, which is characterized by high respect and high love for the brand. On the contrary, webelieve that Nestlé is stuck on the position of brand on the Lovemark matrix, where there‟s a high levelof respect, but a low degree of love, as we could see from the opinions shared on the social mediaplatforms. This situation reflects perfectly on the final evaluation summarized above, where the first twobrands registered a similar rank (8,1 and 8), while the third one just reaches a lower grade, even if it‟s aglobal brand.We can justify these results by the fact that Nestlé is an umbrella corporation brand that has to facemore challenges, especially in the social media world, where it‟s easier to see negative word of mouthregarding all the brands it manages.Considering the engagement content on the biggest platform, which is Facebook, we see that thestrategies to gain engagement used by Nespresso and Lindt are quite similar, which is observed as wellin the rates we computed, respectively 2,5% and 3,5%. On the other hand Nestlé registered a lower 21
  • 22. rate, which is 1,6% because the company doesn‟t instigate discussions, dialog, conversation and most ofthe posts are more informative. RATE OF ENGAGEMENT 3,5% 2,5% 1,6% Nespresso Lindt NestléFor what concern YouTube, all the three brands have room for improvement. In fact, they could bemore proactive and more up to date, posting videos more frequently. In addition, even if the generalnumber of views is quite high, the numbers of subscribers to Lindt and Nestlé channels is quite low. Thismeans that there are more people who occasionally watch videos on YouTube, than people followingconstantly the channels. Nespresso, instead, seems to be quite good in this aspect, having a highnumber of followers. However, as discussed before, it should probably give the possibility to people tocomment all the videos posted, regardless the content.In the third most used platform, Twitter, Nespresso and Lindt perform quite well. Also Nestlé performedwell according to hastracking, however, considering the dimension of the brand, the results could bemore relevant.Some aspects that the three brands are partly missing are innovation and co-creation, as well as astronger link with external communities and brand advocates, which if leveraged, could lead to morepositive results.To conclude, considering the challenging nature of the umbrella company Nestlé and the twoLovemarks brands Nespresso and Lindt, we could state that the three Swiss brands have implemented avaluable social media strategy and are generally performing well, even if there are still possibilities ofsmart improvements. 22

×