Branding by Association
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Branding by Association

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  • 1. Get Serious AboutSocial Networks#magnetsocial
  • 2. The basicsA little about meWhat is socialThe AudienceThe basics of social strategyWhat you need to be thinking about
  • 3. I work here.
  • 4. But lets start with this.If you need to hear a presentation that says “Get Seriousabout Social Networks” in order to get serious, you’reprobably destined to dip a toe in, use most of the sametechniques you’ve always used, have an unrealistic set ofexpectations and not enough investment.In short, if you need to hear about how you need to getserious about social networks, you’re not serious aboutsocial networks.
  • 5. 1,800,000 visitors per month 19,400,000 visitors per month
  • 6. 270,000 visitors per month(a 40% decrease in just one year) 22,500,000 visitors per month
  • 7. That’s about 10 times more traffic. Um, yeah, matters.
  • 8. Success here isn’t aboutspending big dollars orhow massive your brandis necessarily. It’s ameasure of whether ornot people care aboutyou. For anyone spendingdecades paying foraudiences, it’s hard toactually earn it.
  • 9. The Difficulty of Doing
  • 10. Just Act Natural Now that we knowmessaging doesn’t work,we often get caught up in trying to just be a part of the space.
  • 11. Naturally Insignificant brands.Don’t be too natural. Understand thevalues, yes, but the goal should be towork in the extreme. To be decidedlyunnatural. Difference kills indifference.
  • 12. The First Mover CaveatThe only potential caveat is when you’re freshly moving into an unbranded space. In those raremoments, acting natural is being different.
  • 13. What do you meanby social strategy?
  • 14. Facebook has 500,000,000 usersYouTube is the 2nd largest searchengineTwitter is a primary starting point forbrand conversation
  • 15. Water cooler talks have very little todo with what happens in and around the water cooler. What do you mean by social?
  • 16. Is CNN social media?Is CBC, NBC or CBS social media?Are you social media?
  • 17. Lets get some stuff straight. Making a Facebook page isn’t a strategy. Copying links to your own content on Twitter isn’t a strategy.Hiring a community manager isn’t astrategy. Nor is adding like buttons to your home page.
  • 18. Marketing Human Public Resources Relations In-Store ProductsCustomer Service What about the organization? Is it a marketing issue? Public relations? Human resources? Or a bit of all of it? Just considering that has a huge effect on the organization itself. Not just who is managing it – but what are our legal obligations? What role do employees play? What about their personal accounts?
  • 19. The NetworkedAudienceA shift from classic individual decision-making to group dynamics
  • 20. There is no such thing as an unnetworked audience.Everyone is networked and has always been networked. We just never really thought of them that way. What do you mean by networked audiences?
  • 21. In the advertising world, we tend to speak infunctions and stereotypes, neither of which are allthat helpful when approaching these audiences.We always assume that decisions areindividual and rational.
  • 22. “Idioms are an anathema to innovation. They fuseorganizations to assumptions, cultural mythologies andfossilized ways of seeing and talking about themselves,their business and, more importantly, their consumers.” Morgan Gerard
  • 23. The insight.
  • 24. The AudienceOr all the stuff we’re figuring out now– to get all psychological for a bit
  • 25. “Our more instinctual selves are much more refined by time and natural selection. It s the rational that s new. So while natural selection is still working out how to make the rational bits work better, our emotional bits are much more fine-tuned. Jonah LehrerWe don t know whereinstinctual stops and rational begins.
  • 26. The Argumentative Theory "We do all these irrational things, and despitemounting results, people are not really changing theirbasic assumption. They are not challenging the basic idea that reasoning is for individual purposes. Thepremise is that reasoning should help us make betterdecisions, get at better beliefs. And if you start from this premise, then it follows that reasoning shouldhelp us deal with logical problems and it should helpus understand statistics. But reasoning doesnt do all these things, or it does all these things very, very poorly."
  • 27. These increasingly transparent social dynamics areproving again and again that commonalities in values, language and associations create connections. Being in the in-group matters most.
  • 28. “Never put a period where God has put a comma.”
  • 29. “Never put a period where God has put a comma.”
  • 30. Even weightcan be a social phenomenon. If one person became obese, the likelihood that his friend would follow suit increased by 57% Christakis Fowler
  • 31. What does a SocialStrategy look like?We have some core toolsets we use.
  • 32. PeopleThe community management team, reporting structure andcode for all employees.ToolsSocial Media Guidelines, Tone and Manner documentation,listening and engagement tools and editorial calendars.ContentA content framework including content development,production and curation.SpacesAn approach to when and why a brand should create ordismiss spaces.
  • 33. Centralized Coordinated Hub and SpokeOne department controls all Cross-functional team with Groups act autonomously from eachsocial efforts. This is central community manager to other under a common brand.recommended as a first step in support. Prosgiving community management Pros Operating units are free to executemore freedom in engaging Central group is aware of what tactics as long as a commonaudiences. each group is doing. experience is shared amongst allPros units. Provides holistic customerConsistent customer Cons experience to customers.experience. Cons Constant communication from allCons teams to be coordinated, creating Executive support required,Inauthentic if press releases internal noise. with program management,rehashed on blog or videos by Requires cultural and executive buy- cross-departmental buy-in.stiff executives. in and dedicated staff.Sources: Jeremiah Owyang, Framework and Matrix: The Five Ways Companies Organize for Social BusinessSocial Business Organizational Models, Altimeter Group, 2010
  • 34. Listening and EngagementAn enterprise level platform for finding,following and responding to conversationsrelated to your brand.Personality and Policy DocumentationConversation training, clear community guidelinesand social policies keep the community active andthe voice on brand.Coordination CalendarsEditorial calendars can ensure consistencyand coordination across spaces.MeasurementA measurement platform allows the CommunityManagement to learn and optimize over time.
  • 35. The Audience FrameworkFrom here, the key focus isunderstanding where keyaudiences are and how toeffectively involve them. Model via Gabe Zickermann
  • 36. All of this is astarter kit, justyour basicinfrastructurebuild.
  • 37. Sharing Experi- mentation Platforms Culture Interesting -ness SocialPurpose Brands We need less focus in social places and more on being social brands. Being social in this space means being meaningful, interesting and in it for the long term.
  • 38. Finding purpose. "I think many people assume, wrongly, that acompany exists simply to make money. While this is an important result of a companys existence, wehave to go deeper and find the real reasons for our being.” David Packard
  • 39. Finding purpose. “People don’t buy what you do; they buy why youdo it. And if you talk about what you believe you will attract those who believe what you believe.” Simon Sinek
  • 40. Ask yourself this: How aWhat cause are you brand actsa credible voice for? How a brand talks What a brand feels is important What a brand rallies the community around Why a brand does it
  • 41. Cultural Integration.Speaking the language of the audiences we’re seeking to reach is the mostimportant skill we need. It’s also the one we’re haven’t really figured out.
  • 42. OKGO and NikeNoah Kalina and NBA
  • 43. Publishers often still own the nicheaudience, but should move beyond gatekeeper to a role of facilitator.
  • 44. “Brands, especially those centered aroundlifestyle interests or luxury, are increasingly becoming media companies.” Steve Rubel, Edelman Digital
  • 45. This also means that those with the deepestknowledge of the audience should be able tofluidly create additional value beyond content.
  • 46. “A company that provides entertaining, inspiring and informative content and allows consumers to more easily find and complete a transaction for the bestproducts and services is providing a great service to their reader.” Dave Chase, Entrepreneur
  • 47. Actions not messages.Do things. Do lots of things. Explore and experiment.Create a culture of more yes. Think low cost, high return.•  focus the problem or opportunity•  encourage experiments•  measure and invite feedback•  build mutually beneficial partnerships
  • 48. "You learn to like the excitement of mild, ongoing risk taking…Sometimes it works, sometimes it doesnt, but its the creation of possibility.”Brad Blanton, Founder of Radical Honesty
  • 49. Focus the Problem or Opportunity
  • 50. "Were pushed to take risks in everything we do aslong as were enabling the athlete to be better. Sure, well get some things wrong but youve just got to go for it.” Simon Pestridge, UK Marketing Chief of Nike
  • 51. Encourage Experiments
  • 52. Measure and Invite Feedback
  • 53. Create Partnerships
  • 54. Communities and Networks.It is not just about building a relationship between you and your audience. It’s far more important to build platforms that develop relationships within your community. Graph via Abhinav Singh
  • 55. Networks Relationship-drivenCommunities High-audience investmentInterest-driven StableDisposable More difficult to scaleLess stableBased upon weak ties Best for sustainabilityOften more scalableBest for spreading messages
  • 56. Be decidedly and unnaturally original. The DIS Principle.
  • 57. The conversationshouldn t beabout being betterin social media butbeing more socialbrands.
  • 58. Thanks. You can find me on the internet.Paul McEnanyDirector of Strategy at Twist // @paulmcenanyCredit to:@min_0Flickr: Katherine Squier, Alena Chendler, Lauryn Holmquist,Mr. TGT, Sannah KvistOther photos: Mark Sloan, Hiroshi Sugimoto