How the Evolution of Social Media is Impacting the Integration of Brand + Agency Relationships
 

How the Evolution of Social Media is Impacting the Integration of Brand + Agency Relationships

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The community manager has become an increasingly important and valuable role in the integrated marketing mix, with responsibility for more advanced skills around content, crisis, and data analysis. ...

The community manager has become an increasingly important and valuable role in the integrated marketing mix, with responsibility for more advanced skills around content, crisis, and data analysis.

We're seeing the emergence of a trend where more brands and organizations will bring community management responsibilities in-house. Varying resources, needs, and goals mean the brand and agency relationship will take on different forms and functions as the landscape and community management capabilities evolve with an integration across marketing silos.

So what does that mean for agencies? It means their role is evolving.

We take a look at how different brands and companies approach community management internally and externally and the critical roles of agency partners so that organizations around the globe can maximize their relationships with agency partners. We feature interviews and case studies from potential brands BP, Nestle, Ford, IBM, and/or others.

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  • To start, these are some mega trends: Real-time (everyone, but basically Oreo)Native Advertising (in-stream experiences on Twitter, Instagram, etc.)Centers of Excellence (analytics, mostly, but also creative)MOREANDat the time time… Clients want:More for lessSpeedSecurity (think about all those people who can access your Facebook and Twitter accounts)EfficiencyProcurement support (constantly driving down cost without context)
  • A lot of megatrends changing marketing communications and disrupting the nature of agencies and how they support brands. You can see it at a distinct level – within social.Here are the 5 ways it’s challenging the way we work, not necessarily in order.
  • Internal employees now know more about social media and we’re missing out on a lot of things as external agencies.
  • Credit (The Conversation Prism by Brian Solis and JESS3)
  • Thecritical path from consumer, to brand, to response must be streamlined to mitigate reputational risk.(Image credit: SwordCiboodle)
  • “Among respondents to The Social Habit who have ever attempted to contact a brand, product, or company through social media for customer support, 32% expect a response within 30 minutes.Further, 42% expect a response within 60 minutes. Is your company prepared to handle social media inquiries within the hour? A few are. Most are not, in my experience, which potentially creates a disillusionment gap between customers’ anticipated response time, and your actual ability to provide a response.”Credit: http://www.convinceandconvert.com/the-social-habit/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/
  • Source: DigiDay: http://digiday.com/brands/brands-go-it-alone-in-social/“Outsourcing to agencies is expensive. If you’re a brand using one of the big agencies to handle social media marketing, you’re being billed between $100 and $250 an hour. That’s at least $2,400 a day and at least $876,000 a year for something that marketers are still figuring out and can’t prove ROI from.”
  • In the .com boom, brands hired digital experts internally. For those who did that, there were often 30-person teams that served as client/agency liaisons 50% of the time. We are now experiencing that with social. Manybrands have in-house digital/social teams while relying on agencies minimally.“Some industry observers see this move as a sign of larger trends. Given the fact that we recently wondered whether social media responsibilities would fall to PR or marketing departments in the future, we think the topic is extremely relevant to all communications professionals. Nike claims that keeping all social operations in-house will help its team “gain a deeper understanding” of its fans in the interest of boosting brand loyalty. It started the transition in October by hiring Musa Tariq, former social media marketing director for Burberry, to “kick start” its social strategy.”Source: http://www.mediabistro.com/prnewser/more-brands-taking-social-media-in-house_b54020
  • This creative strategy team usually consists of 2-3 people but they still need agencies for collective brain power on big ideas.
  • Recommendation: Agencies must use their broad knowledge of brands and vendors to enable clients to listen and gather insights internally. Essentially, turn big data into SMART data.--Brands from Nestlé to Nike have theseand they aren’t a gimmick. Agenciesknow how to distill true KPIs from the litany of data that we can all measure and report. As true partners, they are discrete and thoughtful as to what they report about. They have a strong POV, about which measurements matter to the business goals. When Ford Motor Company (client) chose to use Facebook to reveal its Ford Explorer in 2011, it rightly knew that sales impact was the KPI to track, showing how more likes equaled more sales, tracking how the Facebook launch drove 3,500 pre-orders for the vehicle five months before it even became available.
  • Recommendation: Agencies must help brands to establish and coordinate content engines based on their business goals and existing resources. The resulting content must be: Good, fast, iterative, disposable, data driven, relationship-building, interesting, intuitive, response-evoking, interesting and relevant. If it’s not, it will fail.--Source: John Bell (https://social.ogilvy.com/what-content-engines-are-you-using-today/)Brands have loads of ambition to become successful content marketers. The devil is in the details – the operational details. You need different people to pull off a great newsroom operation than you do to make a valuable partnership with Forbes or the BBC work. You need a different internal approval process for a real-time operation than you do for one based upon curation of existing content.Here are 6 content engines we apply to content marketing programs today:Newsroom ModelThis model borrows from its namesake in generating social content in near real-time. Content plays off the news agenda or a brand narrative to drive a complementary “conversation agenda.” The Newsroom model can drive content and conversation across owned, earned and even paid platforms and channels. This model requires qualified “brand journalists” used to creating high-quality, multimedia content on an ongoing basis.- Real-time Marketing Model
Using the Real Time Model, brands take continuous advantage of fast moving cultural trends and zeitgeists for marketing purposes – leveraging the wave of earnedmedia and timely buzz to help propel an asset or discussion. Often this means assembling a “war room” of all the right disciplines to ensure fast turnaround and publishing in tandem with a real-world event.Curator ModelBrands set up a compelling co-creation or crowdsourcing concept and rely on consumers to submit the majority of the content experience. Light curation or editorial from the brand guides the content experience. Curation often requires strong content and influencer management skills as well as filtering software (think Mass Relevance) to scale the operation.- Partner Model
Allows brands to work with established media to collaboratively develop high quality, co-branded content. In many cases the partner is primarily responsible for creative, production and scale. The partner generally delivers a high-reach distribution channel, as well.This engine requires great partner negotiation skills and contacts. Ogilvy Entertainment is terrific at this as they speak the same language as content and distribution partners.-Lead Gen Model
Social/search data and specially developed content narrowly target B2B or niche prospects and drive them towards a lead generation behavior. Clearly, a B2B orientation helps, as well as the ability to create valuable “paywall” or “lead-wall” content.- Community Platform Model
Provides a scaled approach to creating fresh content for existing social and digital platforms, or existing owned communities. Production is done by social content specialists – translating to high quality on shorter timelines. This model relies on a strong Community Director with their finger constantly on the pulse of their community.
  • Recommendation:Agencies must elevate the role of community manager to meet the demands of the position.--Today, smart brands are looking for deepbusiness experience in:Integration of content marketing, digital strategy, public affairs, crisis management, relationship management, brand direction, audience segmentation, and performance analysis

How the Evolution of Social Media is Impacting the Integration of Brand + Agency Relationships How the Evolution of Social Media is Impacting the Integration of Brand + Agency Relationships Presentation Transcript

  • How the Evolution of Social Media is Impacting the Integration of Brand + Agency Relationships Rachel Caggiano Matt Kelly Social@Ogilvy Jason Miller Beam Global
  • Thanks for making it to a Monday Session • The Agency/Client Relationship • Our 3 Recommendations for Productive Relationships • Chat with Jason Miller, Beam Global • Audience Q&A
  • Mega Trends are Disrupting Relationships Thanks a lot.
  • What’s Happening challenges to the way we work together in social media
  • Challenge 1: FOMO (Fear of Missing Out)
  • Challenge 2: Constant Platform Changes
  • Challenge 3: Organizational Efficiency
  • Challenge 4: Speed Should we say, “Thanks!” or “Thank you.” … ? “Thanks so much!” 2 DAYS Consumer message received Consumer message responded to
  • Challenge 5: Cost
  • More Top Brands are Flying Solo
  • Scary for Agencies 42 % of clients used in-house capabilities in 2008. Source: http://www.forbes.com/sites/michaellee/2013/10/07/ can-in-house-agencies-ever-be-great/
  • Scarier for Agencies 56 % of clients have moved external assignments in-house. Source: http://www.forbes.com/sites/michaellee/2013/10/07/ can-in-house-agencies-ever-be-great/
  • Scariest for Agencies 60 * 18% increase in 5 years % of clients now use in-house capabilities. Source: http://www.forbes.com/sites/michaellee/2013/10/07/ can-in-house-agencies-ever-be-great/
  • … 40 % Of those clients have brought creative strategy inhouse. Source: http://www.forbes.com/sites/michaellee/2013/10/07/ can-in-house-agencies-ever-be-great/
  • Think “enable,” not “service” Musts for agencies and clients to maintain productive relationships
  • 1: Analytics Centers of Excellence
  • 2: Developing Content Engines
  • 3: The Community Director
  • Thank You Rachel Caggiano Senior Vice President, Client Service Washington, DC | North America @RCaggiano Matt Kelly Account Supervisor, Senior Community Manager Chicago | North America @SoMattKelly